As the accelerated technological advances of the past two decades continue to reshape the United States' economy, intangible assets and high-technology investments are taking larger roles. These developments have raised a number of concerns, such as: how do we measure intangible assets? Are we accurately appraising newer, high-technology capital? The answers to these questions have broad implications for the assessment of the economy's growth over the long term, for the pace of technological advancement in the economy, and for estimates of the nation's wealth. In Measuring Capital in the New Economy, Carol Corrado, John Haltiwanger, Daniel Sichel, and a host of distinguished collaborators offer new approaches for measuring capital in an economy that is increasingly dominated by high-technology capital and intangible assets. As the contributors show, high-tech capital and intangible assets affect the economy in ways that are notoriously difficult to appraise. In this detailed and thorough analysis of the problem and its solutions, the contributors study the nature of these relationships and provide guidance as to what factors should be included in calculations of different types of capital for economists, policymakers, and the financial and accounting communities alike.

This study involved an exploration of the impact of organizational capital investment on employee innovation in the manufacturing industry. The overarching question was: Does organizational capital investment impact employee innovation in the manufacturing industry? Organizations tend to place much emphasis on how skill drives innovation, but not on how capital investment impact employee innovation. The research was guided using a qualitative phenomenological case study design to probe the impact of capital investment on employee innovation. Participants were selected through a convenience and purposive sampling method using the researchers personal professional network as well as the snowball method to seek participants from individuals referrals. Data collection involved personal interviews, audio recording, and note taking. The assumption was that employee innovation is not an option but a necessity, because organizations compete on global fronts for resources and market share. Consequently, capital investment in machinery and employee innovation becomes symbiotic in nature, not mutually exclusive. Results showed employee innovation can be impacted and enhanced through the acquisition and application of appropriate technological capital investment. The researcher recommends further research to ascertain whether the amount of organizational capital investment is proportional to the development of employee innovativeness.

This book is the first to present a review and synthesis of the research in knowledge management and strategy management. The readings in this book will help readers get an understanding of the best methods to create and apply knowledge in order to sustain superior organizational performance.

The most common types of intangible assets are trade secrets (e.g., customer lists and know-how), copyrights, patents, trademarks, and goodwill. This new volume introduces, and critically examines organizational capital as an intangible asset.

Although market importance is acknowledged, this work's emerging theme is the need to account for the ways in which multiple forms of social organization -- elite groups, communities & government structures -- influence economic processes.

Tomer integrates economic analysis with behavioral and humanistic perspectives into a discussion of a new economic concept: organizational capital. The volume fills an important void in the economic literature and provides additional insights into how internal organizational structures and relationships affect economic as well as social outcomes. . . . All in all, must reading for both economic scholars and behaviorists. Choice Traditionally, internal organizational relationships have not been linked with the orthodox theory of the firm or with explanations for economic growth. Organizational Capital integrates organizational behavior with economic theory and offers a new unifying economic concept: organizational capital. Tomer shows how organizational capital contributes to economic growth, behavior, and the productivity of the firm. Companies investing in organizational capital are creating better functioning organizations, ones with improved structures and cultures. These improvements are embodied in the organization's relationships, its members, and its repositories of information. The author also explains how the organization can function as a guide for formulating better governmental policies with respect to economic growth. Moreover, he believes the concept of organizational capital can help us understand how institutional arrangements contribute to economic as well as social outcomes. This book will help business professionals understand how the features of organizations relate to organizational performance and productivity. It facilitates understanding of the organizational reasons for the successes of leading Japanese companies, Mondragon cooperatives, and excellent U.S. companies.

Visionary in scope, Intellectual Capital is the first book that shows how to turn the untapped knowledge of an organization into its greatest competitive weapon. Thomas A. Stewart demonstrates how knowledge--not natural resources, machinery, or financial capital--has become the most important factor in economic life. Through practical advice, stories, and case histories, Stewart reveals how organizations and individuals can create and use the knowledge assets they need. Dazzling in its ability to make conceptual sense of the economic revolution we are living through, this ingenious book cuts through the vague rhetoric of "paradigm shifts" to show how the Information Age economy really works. Intellectual Capital should be read as if the futures of your company and your career depend on it. They do.

This monograph provides empirical evidence on the relationship between intellectual capital (IC) and organizational performance of social cooperative enterprises (SCEs) that work in the non-profit sector. The author presents a survey of a sample of SCEs located in Italy to identify the main components of IC for SCEs and to investigate the effect of IC sub-dimensions on a firm's performance. The book thus presents new empirical evidence on IC in non-profit organizations along with a revelation of the main value drivers by using the survey method as an IC measurement tool combined with a principal components analysis. Finally, considering the difficulties related to the data gathering process in the non-profit sector and in measuring intangible assets, this book helps in increasing the understanding of IC features with a focus on the hybrid organization as SCEs.