Comprehensive Intellectual Capital Management: Step-by-Step(知识资本管理综合阶梯读物)

Companies employ a variety of strategies in order to best leverage their institutional brainpower. Knowledge Management (KM) essentially relates to the creation and codification of knowledge within an organization. Intellectual Property Management (IPM) then seeks to maximize this value in the marketplace. Innovation Management (IM) offers a third, intermediary approach that attempts to link and reinforce the previous two. Yet these three subdisiplines are based on strategies that overlap and diverge on countless issues, and an organization that tries to employ all at once will lose its strategic focus. Comprehensive Intellectual Capital Management presents an inclusive approach for the total strategic management of an organization’s intellectual capital throughout the entire enterprise and at every stage of development of the intellectual capital.
　　The Comprehensive Intellectual Capital Management (CICM™) approach overcomes the limitation of any one discipline in the field of Intellectual Capital Management, taking advantage of what each discipline has to offer in creating and sustaining an organization’s competitive advantage. Author Nermien Al-Ali explains the fundamentals, practices, and models of intellectual capital management, providing a business-oriented, critical review of the tools and procedures that are available today. Her reader-friendly approach makes CICM accessible to a broad business audience. Part I explains the relationship between intellectual capital and market value, business growth, stock price, and overall competitive performance. Part II explains how the various intellectual capital management approaches and strategies function and overlap, and Part III presents a step-by-step application of practical techniques, processes, and strategies for managing intellectual capital using the CICM model. This forward-thinking study also:
　　Includes a diagnostic tool that CEOs and other leaders of organizations can use to assess their position on the continuum of intellectual capital management, helping them define and leverage their competitive advantage
　　Provides real-life examples, including extensive case studies of Dow Chemical and Skandia
Offers checklists for the three main processes of intellectual capital management: knowledge, innovation, and intellectual property management
　　Includes two appendices that bring the general reader up to speed in relation to business management concepts and intellectual property law
　　Comprehensive Intellectual Capital Management provides IP lawyers, business leaders, CEOs, and strategic managers the tools they need to successfully negotiate the shifting intellectual capital landscape.

NERMIEN AL-ALI is a professor at the Franklin Pierce Law Center in Concord, New Hampshire, where she designed and teaches a course on intellectual capital management, the first of its kind at a U.S. law school. She began her career as the managing attorney of the Intellectual Property Department at Ibrachy Dermarkar, one of Egypt’s leading law firms, where she counselled multinational clients on IP issues.

Foreword by Gordon Smith
Preface
PART ONE: INTELLECTUAL CAPITAL MANAGEMENT
　CHAPTER l-lNTELLECTUAL CAPITAL MANAGEMENT AND THE KNOWLEDGE ECONOMY
　　Introduction
　　Intellectual Capital and Business Value-The Hidden Resource
　　The Knowledge Economy-The Main Culprit
　　　Business Processes and the Fast Lane of Innovation-Join It or Pull Off the Highway
　　　Employees-The Knowledge Processors
　　　The Knowledge-Thirsty Customers
　　Does a New Economy Require a New Business Management Approach？
　　　IC-Enabled Dynamics and Transformation of Business Management:
　　　The Management of Minds
　　IC-Enabled Dynamics and Transformation of Organizational Design
　　　The Democratic Organization-Fewer Layers and More Ambassadors
　　IC-Enabled Dynamics and Transformation of Business Growth Strategies
　　　Diversify into the Business of Service: The High-Growth Sector
　　　Growth through Mergers, Acquisitions, and Strategic Alliances:
　　　To Merge or Not to Merge
　　　Growth and the Start-Up Business Model: The Idea Incubators
　　The Required Competencies in the Knowledge Economy:
　　　Toward Strategic Intellectual Capital Management
　　　Knowledge Management-Increasing Your Organizational IQ
　　　Innovation Management-Systematize Your Collective Thinking
　　　Intellectual Property Management-Protect or Lose
　　　Organizational Culture-The Main Enabler
　　　Comprehensive Management of Intellectual Capital-Orchestrate Your Music
　CHAPTER 2-THE INTELLECTUAL CAPITAL MODEL
　　What's In a Name？-Defining the Terms
　　Frames of Reference-The IC Model and the Three Circles
　　Value Creation-The Coming of the Pyramids
　　Skandia's Navigator and the Human Focus
　　The Core Competency Principle and Value Creation
　　The IC Model, Core Competencies Model, and Management
　　　Learning from IBM, 3M, Xerox, Apple, Lucent, and Intel
　　　Recognition-The First Step in Managing IC
　　Measuring Intellectual Capital
　　IC Measurement Systems-What They Have in Common
　　IC Measurement Models-An Overview
　　　The Balanced Scorecard
　　　The Intangible Asset Monitor-IC Measurement Is Not a Science but a Language
　　　The Navigator-Do Not Plan, Navigate
　　The Value of IC Measurement Systems: Where Does All This Leave Us？
　CHAPTER 3-INTELLECTUAL CAPITAL REPORTING
　　The Limitation of Financial Reporting
　　Analyzing IC Reporting Initiatives-The Two Approaches
　　　The First Approach-IC Reporting in Financial Statements
　　　The Second Approach-Separate IC Reporting Models
　　The US Experience
　　　Science and Technology Indicators
　　　New Economy Index
　　　CHI Research
　　　The Knowledge Scorecard
　　The European Experience
　　　Swedish Companies
　　　Danish IC Statements
　　The Canadian Experience
　　　Total Value Creation (TVC) Method
　　Global Initiatives
　　　The Global Reporting Initiative (GRI)
　　　Organization for Economic Cooperation and Development (OECD)
　Suggestions for Developing a Universal IC Reporting Model (UICR)
　CHAPTER 4-THE COMPREHENSIVE INTELLECTUAL CAPITAL MANAGEMENT (CICM) APPROACH
　　The Stages of Business Management and the CICM Approach
　　　The First Stage-Managing IC as Raw Knowledge Resources
　　　The Second Stage-Managing IC as Innovation Resources
　　　The Third Stage-Managing IC as Intellectual Property
　　The CICM Model-Not Another Set of Circles
　　　New Management Approach
　　　Making Sense-Overcoming Business Skepticism
　　　Synchronization and the Role of IC Strategy
　　　Unlocking the Mystery of Value Creation and Maximization
　　　Setting Objectives-Taking ICM to the Operational Level
PART TWO: THE THREE STAGES OF INTELLECTUAL CAPITAL MANAGEMENT
　CHAPTER 5-THE KNOWLEDGE MANAGEMENT STAGE AND ORGANIZATIONAL IQ
　　Organizational Memory Loss and Brain Drain
　　What Is Knowledge？-Knowledge Is to Know!
　　　The Information/Knowledge Interface-Two Sides of a Coin or
　　　Two Levels of Consciousness
　　　The Individual/Organizational Knowledge Interface-One for All and All for One
　　Knowledge Management-A Means to an End
　　Strategizing Knowledge Management: Vision and the Role of Leadership
……
PART THREE STEP-BY-STEP GUIDE TO THE CICM MODEL
INDEX