Managing Intellectual Capital: Organizational, Strategic, and Policy Dimensions (Clarendon Lectures in Management Studies) (Hardcover)

by David J. Teece (Author) "Fundamental changes have been wrought in the global economy which are changing the basis of firm level competitive advantage, and with it the functions of..." (more)
Key Phrases: float production, float technology, float capacity, New York, Texas Instruments, American Economic Review (more...)

Editorial Reviews

Review
`This book is very useful both for practitioners, students and certainly all people interested in understanding how the world is changing. David Teece is master in synthesising his academic work and his experience both as a consultant and as a major actor in antitrust policy debates. Definitely a book which will be worth consulting regularly.' Technovation

`In this book Teece seeks to bring together his ideas on innovation and knowledge management for the benefit of both scholars and practitioners.' Academy of Management Review, Julia Porter - Vol 26, No. 4, 2001

Product Description
A text introducing and discussing the topic of the organization, strategic, and policy dimensions of the management of intellectual capital, a new area in knowledge management. Topics covered include foundations, applications to management and strategy, and public policy. DLC: Knowledge Management.

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Product Details

• Hardcover: 312 pages
• Publisher: Oxford University Press, USA (February 15, 2001)
• Language: English
• ISBN-10: 0198295413
• ISBN-13: 978-0198295419
• Product Dimensions: 9.3 x 6.2 x 0.9 inches
• Shipping Weight: 1.3 pounds (View shipping rates and policies)
• Average Customer Review: 4.0 out of 5 stars See all reviews (3 customer reviews)
• Amazon.com Sales Rank: #1,689,182 in Books (See Bestsellers in Books)

Customer Reviews

Most Helpful Customer Reviews

9 of 12 people found the following review helpful:

2.0 out of 5 stars Managing Intellectual Capital. What, how and by whom?, August 28, 2001

By	Ismael Prata (Portugal) - See all my reviews

You are about to realize a misconception between two related but different terms: intellectual capital and intellectual property. Browsing throughout the book you will hardly find any references to intellectual capital, including a brief definition! Thus you should not be surprised by not finding any reference to intellectual capital in the Index. One would expect some heated discussion over this controversial concept before being offered a framework to manage it. Forget it. Despite author's attempt to write about the promising field of IC all sections seem to converge around the intellectual property discussion. The management of intellectual capital is something else than the management of intellectual capital. The wrong audiences may than be easily caught in this trap.

6 of 9 people found the following review helpful:

5.0 out of 5 stars Provocative theoretical perspectives, some well-worn, May 25, 2001

By	Amrit Tiwana "www.bus.iastate.edu/tiwana" (Decatur, Georgia, USA) - See all my reviews (REAL NAME)

This is an excellent book on the knowledge-based view of the firm. Although Teece is unsure in his preface whoether is succesfully addresses both academic audiences and managers. From an academic perspective, I can surely claim that this book is theoretically interesting. I recognized two portions of this book that draw heavily on Teece's work published previously in California Management Review (parts of Chapter 1 and all of chapter 4). What is certainly most interesting out of the 300 pages of small type is Section 2. This section provides a compelling set of arguments on the impact of market structures and governance modes on intellectual capital. Notabily missing, however, is incorporation of the knowledge-integration perspective that Grant et. al have been building for the past half decade. The case study on Pilkinton Glass is also well worn, and Teece clearly acknowledges that. Information technologists should not hold thier breath because this work seems to take a rather passive stand on the role of IT in mobilizing intellectual assets. The references at the end provide an impressive array of literature in economics that Teece draws on. The readibility and plausibility of Teece's arguments should come as no surprise to anyone who has read Teece's earlier scholarly work. Overall, I'd say that this was worth the thirty five dollars.

2 of 3 people found the following review helpful:

5.0 out of 5 stars Highly Recommended!, September 19, 2001

By	Rolf Dobelli "getAbstract.com" (Switzerland) - See all my reviews (TOP 50 REVIEWER)    (REAL NAME)

In his preface, author David J. Teece promises a theoretical framework for understanding intellectual property and practical advice about managing it. Theory ultimately prevails in this book, but valuable nuggets of managerial guidance await any entrepreneur willing to dig for them. As a professor and as the presenter of Oxford's Clarendon Lecture in Management Studies, from which this book is drawn, Teece naturally tends toward abstract thinking. Some of the territory has been traveled before (i.e. the message that bureaucratic, hierarchical organizations tend to stifle innovation) but Teece adds a lot of intriguing material. We [...] believe analytically minded academics, entrepreneurs and executives will find Teece's volume illuminating, most notably his educated perspective on antitrust activism in the high tech arena. He concludes that government regulators should probably stick to regulating industries they understand. Well, if they want to understand intellectual property, they should start here.