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United Kingdom
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Dynamic, award-winning senior innovation leader and strategy consultant with 15+ years’…

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    Accelerated Capability Environment (ACE)

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Publications

  • Intellectual capital, and related intangible assets and intellectual property, are the core assets of our time. What are the implications for management?

    In the recent years there has been an increasing interest in intellectual capital, the term given to intangible assets in a business. Stewart (1998) summarises it as everything people in the business know. It’s the ‘collective brainpower’, which gives the business its competitive advantage. Intellectual capital includes all intellectual material and is used to create wealth.It can be divided into four categories: market, human-centered, intellectual property and infrastructure assets (Brooking,…

    In the recent years there has been an increasing interest in intellectual capital, the term given to intangible assets in a business. Stewart (1998) summarises it as everything people in the business know. It’s the ‘collective brainpower’, which gives the business its competitive advantage. Intellectual capital includes all intellectual material and is used to create wealth.It can be divided into four categories: market, human-centered, intellectual property and infrastructure assets (Brooking, 1998). Human-centred assets are considered to be the most complex ones, as they don’t belong to organisations, but to individuals. Questions have been raised about management of human capital (Stewart, 1998). This paper seeks to address those issues with a focus on knowledge management.

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  • Exploratory study on how virtual teams create, share and manage knowledge.

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    MSc Business Innovation Thesis.

    Abstract:
    In response to the fast pace of technological development and the rise of outsourcing as an outcome of globalisation, organisations have been shifting their operations from traditional offices to virtual environments. The research of this paper will explore how virtual teams create new knowledge, how they learn from each other, and how they communicate and manage what they know. Knowledge creation and management as the drivers of innovation…

    MSc Business Innovation Thesis.

    Abstract:
    In response to the fast pace of technological development and the rise of outsourcing as an outcome of globalisation, organisations have been shifting their operations from traditional offices to virtual environments. The research of this paper will explore how virtual teams create new knowledge, how they learn from each other, and how they communicate and manage what they know. Knowledge creation and management as the drivers of innovation and growth in organisations are the focus of the research (Nonaka, 1991). Great volumes of research have been conducted to address those points. However, due to rapid technological development, virtual collaboration and communication have changed significantly over the past few years. This paper examines and critically assesses existing theories and their application to modern virtual teams. In order to gather new data, sixteen virtual workers have been interviewed to answer questions related to research on knowledge creation, sharing and management in virtual teams. Although the study is based on a small sample of participants, a number of relevant conclusions can be drawn from the conducted interviews. First of all, social capital plays an important role at all stages of virtual team formation. The greater the trust and shared understanding between team members, the better the communication, knowledge sharing and overall team performance. Therefore, regular contact between team members is recommended to build social capital, but it does not necessitate face-to-face contact. Regular telephone conversations and virtual meetings are often as effective.

    More at https://www.academia.edu/5335528/Dissertation_Exploratory_study_on_how_virtual_teams_create_share_and_manage_knowledge

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