【正文】 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。D amp。D amp。 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 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。 D Ra p id sF inCu s t o m e rS e r vi ceM f gRamp。D/Mfg. bioconjugation antibody purification PCR amplification DNA hybridization TQM mercialization TECHNOLOGIES immunoassays ELISA (serum/blood) rapid diagnostics DNA based detection RELATIONSHIPS CRCDT, CDC . Army World Health Org. universities distribution work employee (science/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。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。Dexternal $internal equity Simmediate perform $group Jobnarrow/simple $shortterm PAquality Jobcustomized $bonus $performance $industry experience Sstrategy contribute $salary Jobrotation Ssolve problems Sbest Jobsecurity $high Jobempower PAstrategy contribute Tamp。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 LearningHRLegal M I SB io lo g ica lsF inQu a li t yT M TC om pu l sor y K no w l edg eI di osyn cr at i c K no w l edg eA nci l l ar y K no w l edg eOne flaw in knowledge management is that it often neglects to ask what knowledge to manage and toward what end. Knowledge should be managed within the context where value is created. Tom Stewart … Link Back To Core Competence. Low VALUE high Low UNIQUE high BIOTECH INC: Mapping Social Capital TMT Rapids amp。D amp。D Team Production 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 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 TDynamique Yachts Knowledge Integration Human Capital Social Capital Organization Capital Core Competence ...a bundle of skills and technologies that enables a company to provide a particular benefit to customers. It represents the sum of learning across these resources. ( Hamel amp。D Governance Marketing amp。D amp。 DP a r t n e r sC or e K no w l edg eL o w V A L U E h ighL o w