Intellectual capital in the Company

General considerations and companies should use to advantage in its human resource intellectual capital you have and make way for it to manifest its potential towards its development, benefits, as well as individuals, for that management should be aware of as motivate and render all necessary assistance. Definitely, when we talk we can ensure that intellectual capital is a key asset for the efficient development of organizations in general, when combined with a good knowledge management business paradigms we mixed that the most important assets for business are fixed the circulating, as these allow the company to work but not sure that is done in the best way. Some authors have begun to classify under the name of intellectual capital and intangible resources all make the analysis of their interconnections. In this view, the intellectual capital of a company would be formed by the set of intangible resources. As such, it is considered to establish the significance of intangible resources to properly conceptualize later intellectual capital. Take into account that the Theory of Resources, is based on research resources and capabilities of a company, through its possession to explain differences in results over time of a particular business organization within your business.

Hence, therefore, we can deduce that the central elements of analysis and study are precisely the resources and capabilities. However, the distinction between the two concepts is not clearly defined. In order to try to clarify the controversial issue when discussing conceptual resources, it is necessary to differentiate between the broad sense and narrow sense. Resource is defined broadly as one means used to achieve a goal set in advance. This definition would also include appeal to the concept of capacity, ie, the capabilities of a company are also resources that it has. Resources are strictly defined as stocks of available factors that are owned or controlled by the firm (Amit and Schoemaker, 1993). In contrast, the power capacity would adequately manage resources to accomplish a given task within the company.

Therefore, in this context, capacity refers to the competence of a company to deploy resources, usually in combination, using organizational processes to produce a desired end. In line with the definition of Amit and Schoemaker (1993), Grant (1991), they claim that the resources (broadly defined) are entered in the production system and the basic unit of analysis internally in the company. They recognize that few resources are productive but independent, they appear to the concept of capacity. A capability is the ability for a team of resources to perform some task or activity. While resources are the source of the firm's capabilities, capabilities are the main source of competitive advantage. But not only limited capabilities to organize a coordinated set of resources, but incorporating capabilities complex interactions between people and between people and other resources that make up the company. It is also the concept of organizational routines in the sense of Nelson (1991) and Nelson and Winter (1982). This indicates that capacity is essentially a routine, or a number of interacting routines. Raven (1995) states that "the center of any strategy is to obtain benefits from the resources and capabilities that controls the company, such as physical and financial assets, human capital, intangible assets such as brands, reputation, experience and technology.

Capacities are basically consequences of management action to mobilize resources by generating a set of organizational routines and culture, the result of a collective learning process. "It is clear from the definition of Cuervo, also capabilities are resources available to the company, organizational, that will energize the other resources you have a business organization. However, other authors consider the skills of human resources and organizational routines which for others is clearly a capacity. Meanwhile, Barney (1991) and Grant (1991) recognize the existence of organizational resources that will not be more than a concept very similar to capacity. It is clear from the above discussion of these concepts is not yet closed . But the analysis follows the trend in the broad sense of the term resource. Another aspect that should not be overlooked is the distinction between resources and distinctive competencies. For this clarification, it is necessary to reflect on the traditional concept of "competitive advantage sustainability "(Coyne, 1986). resource-based approach identifies the resources as the source of competitive advantage. But not enough to have a competitive advantage and it must be sustainable over time and the company must be able to appropriate rents it generates.

The competitiveness of the firm then depends upon its ability to set up a portfolio of unique resources such as would give a series of distinctive competencies. Selznick (1957), refers to the concept of distinctive competence of an organization, not what you can do but what you can do well. Andrews (1971) in turn gives a current design and referring to the experience in producing and marketing a product line, developing the capacities of individuals comprising the organization, the degree to which an individual's ability to apply the common task, and the quality of the coordination of individual and group effort. Some people also define the competencies of the organization as "the level and pattern of deployment of resources and skills, past and present to help the organization achieve its goals and objectives", differentiating them from the resources that it is "proceeds from and deployed so that they can not easily be duplicated by others. " This conceptualization of resources and distinctive competencies can be noted that the resources of the company will become distinctive competencies that: (a) the organization does not share his property with the competition, (b) enable them to produce outputs tailored to the needs of customers with outperform competitors.

Strategy Academy has merely indicated that a solid competitive advantage required to be durable, or sustainable and defensible. Now, add a competitive advantage can only be lasting if it is based on resources with certain attributes. Resources that meet these requirements have become known as critical resources, strategic factors or strategic assets and its stock is a good measure of distinctive competencies of the company. Definitely, the intellectual capital is knowledge, which is part of the value of an organization. It is composed of human capital, structural capital and customer capital. A system of intellectual capital is, in itself, an intangible resource of the organization. "Thus, a system of intellectual capital becomes part of the company's intellectual capital and the better you use, the intellectual capital is created. Creating a Intellectual capital system becomes a semi-circular activities. * Source: Amit, R. & Schoemaker, P. (1993). Strategic Assets and Organizational Rent. Strategic Management Journal, vol. 14 Well, E. (1998) . The intangible capital as a key strategic actual competition, Journal of Economic Studies, Vol 164, August

...