- Häftad (Paperback)
- Antal sidor
- New e.
- OUP Oxford
- Numerous Tables and Figures
- 155 x 235 x 19 mm
- Antal komponenter
- 49:B&W 6.14 x 9.21 in or 234 x 156 mm (Royal 8vo) Perfect Bound on White w/Gloss Lam
- 440 g
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Managing Intellectual Capital
Organizational, Strategic, and Policy Dimensions516
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The astute management of technology is essential for firms who wish to compete within the new economy. In this in-depth study, David Teece considers how firms can exploit technological innovation, protecting their intellectual capital, while staying ahead of the competition. Providing frameworks as well as practical advice, he looks in particular at the organization structures most likely to support innovation, and how managerial decisions and strategy affect the
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division of the gains. Essential reading for academics, managers, and students alike who want to keep abreast of contemporary strategic challenges.
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European Management Journal Teece's work provides an example of what can be achieved through high-quality analysis ... the thinking manager, as well as the student, will get much out of Teece's hardheaded approach to his subject matter, and there are significant lessons to be learned from the experience of innovating companies. All in all, this is a book to be strongly recommended.
Technovation A rigorous analysis ... With his characteristically scholarly approach, Teece offers guidance on how companies can unlock their stores of 'intangible assets' by unleashing the capabilities and unique skills embodied in the practitioners and managers of companies.
Technovation This book is the first comprehensive treatment of the business economics of the knowledge economy. As such, it is of great interest to all scholars and business practitioners concerned with the firm-level (micro) and economy wide level (macro) foundations of the knowledge driven economy.
Professor Charles O'Reilly, Frank Buck Professor of Human Resource Management and Organizational Behavior, Stanford University In today's competitive environment, the management of intellectual capital is at the core of every firm's success or failure. Teece's book is the best one I know of in treating this topic seriously and providing a useful framework for capturing the value from intellectual assets.
Craig B. Wynett, General Manager, Future Growth Initiatives, The Procter & Gamble Company Only a few people seem to get it, and David Teece is surely one of them. The old economy provided businesses little opportunity to earn super normal returns. Teece's Managing Intellectual Capital helps unlock the potential all companies have to earn genuine rents from their intangible assets, particularly from their people whose unique skills and gifts remain seriously underutilized.
Financial Adviser Teece moves easily between theoretical study of his subject and practical applications for his thinking regarding organisational structures and business strategy.
<br>David J. Teece is Professor of Business Administration and Director of the Institute of Management, Innovation, and Organization at the University of California at Berkeley. Previous positions have included Director, Center for Research in Management (CRM), University of California at Berkeley, and Visiting Fellow at St Catherine's College, Oxford. In 1998 he presented the Clarendon Lectures in Management Studies at Oxford and in 1999 was awarded the Andersen Consulting Award.<br>
Part I Introduction: The Knowledge Economy and Intellectual Capital Management. Part II Foundations: Impact of Market Structure and Organizational Factors on Innovation; Governance Modes and Technological Innovation; Decision-making Processes and the Rate and Direction of Innovation (with J. Bercovitz and J. de Figueiredo). Part III Applications to Management and Strategy: Market Entry Strategies for Innovators - Avoiding Pyrrhic Victories; Imitation Strategies for Owners of Complementary Assets; Outsourcing and Insourcing Strategies for Innovators - Opportunities and Limits (with H. Chesbrough); Understanding the Licensing Option (with P. Grindley and E. Sherry). Part IV: Antitrust Analysis in High Technology Industries (with M. Coleman). Appendices - Case Studies in Licensing and Cross-Licensing: The Semiconductor Industry (with P. Grindley and E. Sherry): The Glass Industry and the Pilkington Float Process (with E. Sherry and P. Grindley).