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Intellectual Capital Hardcover – February 17, 1997

32 customer reviews

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Editorial Reviews

From Library Journal

A leader in establishing KM's language and terminology, Stewart offers perhaps one of the best expressions of the concept of "intellectual capital," which he defines as "organized knowledge that can be used to produce wealth." The clarity and practical focus of his writing make this work essential reading. (LJ 4/15/97)
Copyright 1999 Reed Business Information, Inc.


"Be prepared to rethink your business, your career, your company's balance sheet, your organizational strategy and even the rules of the marketplace--breathtakingly written."
--Atlanta Business Chronicle

"If you read only one business book this year, make it Intellectual Capital."
--Paul Saffo, Director, Institute for the Future

"An enormously important book on a truly critical topic.  Insightful, pragmatic, fun to read.  Tom Stewart has hit a home run."
--Dr. Michael Hammer

"Original, refreshing--the management book of the '90s."
--Warren Bennis, Distinguished Professor of Business Administration, USC

"Intellectual Capital will be the watershed work on this important topic."
--Noel Tichy, coauthor of Control Your Destiny or Someone Else Will --This text refers to an out of print or unavailable edition of this title.

Product Details

  • Hardcover: 304 pages
  • Publisher: Doubleday Business; 1 edition (February 17, 1997)
  • Language: English
  • ISBN-10: 0385482280
  • ISBN-13: 978-0385482288
  • Product Dimensions: 9.6 x 6.4 x 1.1 inches
  • Shipping Weight: 1.3 pounds
  • Average Customer Review: 4.5 out of 5 stars  See all reviews (32 customer reviews)
  • Amazon Best Sellers Rank: #218,376 in Books (See Top 100 in Books)

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Customer Reviews

Most Helpful Customer Reviews

24 of 25 people found the following review helpful By Robert Morris HALL OF FAMETOP 500 REVIEWERVINE VOICE on January 5, 2000
Format: Paperback
Stewart divides his book into three parts supplemented by an afterword and appendix. He examines The Information Age: Context, Intellectual Capital: Content, and The Next Connection. He attempts to "make sense of the dramatically changing world in which we work" by focusing on three separate but related components of the Information Age: Human Capital ("the capabilities of individuals required to provide solutions to customers"), Structural Capital ("the organizational abilities of the organization to meet market codify bodies of knowledge that can be transferred, to preserve the recipes that might otherwise be lost"...and "to connect people to data, experts, and expertise -- including bodies of knowledge -- on a just-in-time basis"), and Customer Capital ("the value of an organization's relationships with whom it does business"). Of the three, Stewart considers customer capital "the most obviously valuable" and yet customer capital "is probably-- and startingly when you think about it -- the worst managed of all intangible assets."
One of the most important chapters is Chapter 5. "The Treasure Map" contains information which can prove far more valuable to a company than any gold buried by pirates in the Caribbean. As with that gold, however, intellectual capital must first be appreciated; located and recovered; and then organized and managed with meticulous care. Hence the importance of Chapter 9 in which Stewart offers ten principles for managing intellectual capital. Hence the importance, also, of the Appendix in which he provides all the other "tools" needed.
Let the digging begin!
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9 of 9 people found the following review helpful By Robert David STEELE Vivas HALL OF FAMETOP 1000 REVIEWER on June 25, 2005
Format: Paperback Verified Purchase
I read the same author's The Wealth of Knowledge: Intellectual Capital and the Twenty-first Century Organization first, and then went back to get this earlier book (1998), and I actually feel that reading them in that order is better. This book has a lot of detail that is well served by the context that can be found in the later book.

For those who really wish to get a deep look at the future of building value in the age of distribution information in all languages, I recommend that both of Stewart's books be read in conjunction with the following three Nobel-level books: Margaret Wheatley, Leadership and the New Science: Discovering Order in a Chaotic World Robert Buckman, Building a Knowledge-Driven Organization and Christensen & Raynor, The Innovator's Dilemma: The Revolutionary Book that Will Change the Way You Do Business (Collins Business Essentials) My reviews of these books are both evaluative and summative, and could be helpful as short-cut, but they are no substitute for actually buying and reading the books.

The most important point in this book is that the value is no longer found in collecting just in case knowledge, but rather in connecting dots to dots, dots to people, and (the highest value) people to people. It's about connecting, not collecting.
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9 of 9 people found the following review helpful By A Customer on August 28, 1998
Format: Hardcover
If you are looking for a plain and straight forward explanation of today's information revolution then this is your book. It is easy to read and understand, with up-to-date information about companies creating wealth thru strategic use of Intellectual Capital and Knowledge Management. Mr. Stewart's writing style is easy to follow and grasp, as a good editor from an excellent magazine (Fortune Magazine) should be.
He made himself known in the field of IC when he wrote a ground-breaking-article in Fortune Magazine on June 3, 1991 under the title "Brainpower". In this article he wrote "Intellectual capital is becoming corporate America's most valuable asset and can be its sharpest competitive weapon. The challenge is to find what you have-and use it". Intense reader's reaction to this article eventually led to the writing of this knowledgable book.
He (Thomas Stewart) leads us by the hand, in defining Intellectual Capital and its widely accepted classification: human capital, structural capital and customer capital.
Even though this book is an excellent introduction to modern management; equal to or greater than reengineering; it is also of vital interest to present employees which are faced with potential unemployment, unless they understand what are the driving forces shaping today's corporations.
"Knowing" is the bread and butter in this ever- changing-turbulent-technology-driven economy. Thomas Stewarts explains why this information revolution is producing victors as well as victims. While there are companies flourishing in this uncertain economy like Wal-Mart, Microsoft, and Toyota, others are falling behind like Sears, IBM, and General Motors.
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