【正文】 /mkt) C2 = “Rapid Learning” PEOPLE SYSTEMS Core Competence K n o w l e d g en o l e d g eTechnolo giesTechnolo giesPro cessesPro cessesRela tionsh ipsRela tionsh ipsB enef i t sV A LU E = C ost sU N I Q U E = ( soci al pl exi t y + causal am bi gu i t y)LEARNING = (experience x challenge) How does human capital contribute to the core petence? ? Value ? Unique Resources need to be: Benefits VALUE = Costs Drives innovation Responds to customer demands Provides excellent customer service Achieves highest quality Instrumental in process improvements Develops new business opportunities Directly affects efficiency and productivity Minimizes costs of production, service, delivery Not widely available in the market Cannot be bought or appropriated Difficult to imitate or duplicate Specialized KSAs Difficult to replace Customized to our firm Developed through onthejob experiences Distinguishes us from our petitors Ramp。D/Mfg. bioconjugation antibody purification PCR amplification DNA hybridization TQM mercialization TECHNOLOGY immunoassays ELISA (serum/blood) rapid diagnostics DNA based RELATIONSHIPS CRCDT, CDC . Army World Health Org. universities distribution work employee (science/mkt) Leading to… An anization at the frontier of its intellectual field is more likely to stay at the frontier. It can attract and challenge more and better intellect than its petitors. By solving more advanced problems, it has more capacity to solve others. And so on.” JB Quinn ? Value ? Uniqueness ? Learning BIOTECH INC. Benefits = Costs Combination of people and systems leads to... Human Capital Social Capital Organizational Capital BioTech, Inc.: Intellectual capital People Systems KNOWLEDGE microbiology biochemistry bioconjugation imunodiagnostics PROCESSES Ramp。 D Ra p id sF inCu s t o m e rS e r vi ceM f gRamp。 DP a r t n e r sTR A D I TI O N A L JO B B A SE D E M PL O Y M E N TA LL I A N C E / PA R T N E RC O N TR A C T W O R KK N O W LE D G E W O R KL o w V A L U E h ighL o w V A L U E h ighLow UNIQUE highLow UNIQUE highBIO TE CH , INC: Mapp ing Huma n Cap it a lK EY Fin a n ceHRT M TMI SMfg/Operati o n s Ma rket/S al es Ramp。DQu a li t yBi o l og i ca l sCu st . Ser vi ceRa pi d D i ag . L ega l /Reg.Di str ibu t i o n Ra p id sS c o t t A. S n e l l , C o r n e l l Un i ver s i t yC2= Rapid LearningHRLegalM I SB io lo g ica lsF inQu a li t yT M TRamp。Dcurrent job Tamp。 procedures ? administrative ? hourly or contractcontingent High Value Low Value Unique Generic Core Idiosyncratic Compulsory Human Capital Architecture Human Capital Architecture Ancillary COMPLIANCEBASED HRM SYSTEM Employment Mode: contract work Employment Relationship: transactional Ancillary Human Capital Rewards Appraisal Development Staffing Job Design ? teambased ? enriched amp。DQu a li t yBi o l og i ca l sCu st . Ser vi ceRa pi d D i ag . L ega l /Reg.Di str ibu t i o n K EY Fin a n ceHRT M TMI SMfg/Operati o n s Ma rket/S al es Ramp。D amp。 Quality TMT /Ramp。D amp。 Customer Ramp。 Distributors Scott A. Snell, Cornell University PATTERNS: Explicit Tacit Transactional Relational Effectiveness Efficiency Low VALUE high Low UNIQUE high Mapping Organizational Capital FOCUS ON: ? Databases ? Patents ? Processes ? Systems ? Manuals LN: Feelings LN: Sexions (Suggestions) LN: Gen News LN: Contact Database LN: Research Databases (20+) Ramp。 Prahalad) Human Resource Management Practices Staffing, training, work design, participation, rewards, appraisal, etc. Systems Knowledge Creation Intellectual Capital Dynamic Capability People Knowledge Transfer Learning and Innovation Flow Stock Change Processes to integrate, reconfigure, gain, and release resources— to match and even create market change. Renewal Valuable Rare Inimitable Organized Model of Strategic HRM Unique