The fifth volume in the Advances in Developing Human Resources series.
The book starts by looking at human capital from a theoretical perspective and finishes from a perspective of application. The first and second chapters support the development of a foundational understanding of the elements of human capital management. The third and fourth chapters examine the two theoretical components of intellectual capital and knowledge management. The fifth and sixth chapters discuss applications of human capital management theory from two different theoretical perspectives. The seventh and final chapter pulls all the concepts together as it examines organizational knowledge, competence and expertise from the context of strategic planning and discusses some of the implications this holds for organizations.
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Description
"This book represents a mere dipping of toes into the ocean that metaphorically represents the little that is known and the much that is unknown about organizational knowledge, competence and expertise. It provides a glimpse into a much larger world that is waiting to be explored-a world where organizational strategy represents a process focused on the creation and flow of valuable information, developing the core competencies that make the organization unique, and keeping the entire organization expertise-rich.
The book starts by looking at human capital from a theoretical perspective and finishes from a perspective of application. The first and second chapters support the development of a foundational understanding of the elements of human capital management. Chapter 1 examines the roles and relationships that knowledge, competence, and expertise take on when human capital management is seen as part of an organization's strategic positioning. Chapter 2 specifically looks at the nature and characteristics of human expertise.
The third and fourth chapters examine the two theoretical components of intellectual capital and knowledge management. The existing theories and concepts of intellectual capital are presented in Chapter 3, which focuses on the dynamic impact that intellectual capital can have on the organization. Springboarding off this, Chapter 4 begins with the premise that knowledge is a complex and intangible asset with unique cultural and technical dimensions. It then draws on existing theory and recent empirical studies to develop a theory of knowledge management.
The fifth and sixth chapters discuss applications of human capital management theory from two different perspectives. Chapter 5 takes the training and development perspective in demonstrating how the economic theories of gaming and human capital provide a conceptual model for forecasting the strategic potential of a training initiative. Chapter 6, presenting an organization development perspective, highlights the shortcomings of financial-based techniques for assessing the value of human capital and outlines a new, strategic approach to human resource management.
The seventh and final chapter pulls all the concepts together as it examines organizational knowledge, competence, and expertise from the context of strategic planning and discusses some ofthe implications this holds for the organization." - from the Preface
