【正文】 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。 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。 D Ra p id sF inCu s t o m e rS e r vi ceM f gRamp。D Process Production Plate Coating LN: New Products Product Improvement LN: Customer Industry News Production Processes Quality Shipping Customer Service Management Info. System Patents Scott A. Snell, Cornell University Biotech, Inc. CORE ENABLING SUPPORTING LINKING Summary Points Mapping human capital helps structure the conversation. Different types of human capital are (should be) managed in different ways. In addition to HC, there are social and anizational dimensions of IC. The architecture of these knoweldgebased assets underlies a firm’s core petence. Checkpoint Ramp。 Sales Sales/TMT amp。 Quality Ramp。 Ramp。D Team Production amp。D Governance Marketing amp。D amp。D TMT amp。 . Mfg. TMT amp。D * TMT/Ramp。D * TMT amp。 Customer Culture (TMT) TMT amp。D amp。D amp。D amp。 Production Tech Support amp。 Suppliers Ramp。 Raw Mat Sup Ramp。 TMT Marketing amp。D 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 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。 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 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。 D Ra p id sF inCu s t o m e rS e r vi ceM f gRamp。 procedures narrow scope error avoiding hourly pay Ramp。 autonomous ? ability to collaborate ? achievement ? continuous onthejob ? firmspecific ? teamoriented ? goal acplishment ? groupbased incentives ? contract, salary, payforknowledge High Value Low Value Unique Generic Core Idiosyncratic Ancillary Compulsory Human Capital Architecture Human Capital Architecture COLLABORATIVE HRM SYSTEM Employment Mode: partnership Employment Relationship: collaborative Idiosyncratic Human Capital Human Capital Architecture low Uniqueness high low Strategic Value high Human Capital ? unique ? value HRM System Employ Mode Relational Exchange Transactional Internalization Externalization Idiosyncratic HC ? Mode: Partnership ? HR: Collaborative select on past experience develop the relationship evolving scope rewards for ideas Core HC ? Mode: Knowledge work ? HR: Commitmentbased staff based on potential develop (firmspe