Skip to main content

Leveraging intellectual capital through product and process management of human capital

Buy Article:

$54.08 plus tax (Refund Policy)


The current framework of intellectual capital is examined. It is argued that transformation of human capital into structural capital is counter-productive for certain types of highly tacit, experiential and intuitive knowledge. In fact, the very process of structuralizing intellectual capital may institutionalize knowledge stocks and create core rigidities or result in the "false recipe" syndrome. An important understanding is that intellectual capital does not have to be explicitly owned by the firm in order to be valuable to it. Attempts to measure all aspects of intellectual capital may be counter-productive and neglect the actual management of these intellectual capital assets towards a higher real firm valuation. Ultimately, a strategy for determining what knowledge to structuralize and manage as product and what knowledge not to structuralize and manage as process is necessary for a practical and profitable means of developing value in the concept of intellectual capital.

Keywords: Human Resource Utilization; Intellectual Capital; Tacit Knowledge

Document Type: Research Article


Publication date: 2002-10-30

  • Access Key
  • Free ContentFree content
  • Partial Free ContentPartial Free content
  • New ContentNew content
  • Open Access ContentOpen access content
  • Partial Open Access ContentPartial Open access content
  • Subscribed ContentSubscribed content
  • Partial Subscribed ContentPartial Subscribed content
  • Free Trial ContentFree trial content
Cookie Policy
Cookie Policy
Ingenta Connect website makes use of cookies so as to keep track of data that you have filled in. I am Happy with this Find out more