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Knowledge management literature highlights the fact that, in the new economy, the achievement of a sustained competitive advantage depends on firm's capacity to develop and deploy its knowledge-based resources. However, not all resources are equally important for the achievement of this competitive edge. In this sense, this paper proposes an integrative framework for the analysis of human capital combining the advances from three different areas of research: knowledge management, intellectual capital, and strategic human resource management. Juxtaposing two dimensions – value and uniqueness – it analyzes the different forms of firm's human capital. These are the following: idiosyncratic, ancillary, core and compulsory. Furthermore different human resources practices that should be used to manage such specific forms of human capital are described. [ABSTRACT FROM AUTHOR]

In the knowledge economy, caracterized by complex and dynamic competitive environments, knowledge-based resources represent the true source of sustained competitive advantage for the firm. However, most of these intangible resources are not reported on the traditional annual report. As "what is measured is managed", firms increasingly need to measure and report these resources. Thus, the intellectual capital report offers a holistic view of the organization's roots of value. There are three main parts to this paper. First, the growing importance of organizational knowledge-based resources is addressed. Second, a concise review of the most significant on intellectual capital is summarized. Third, an image is shown of what Spanish firms are doing in terms of knowledge management and intellectual capital measuring and reporting. This situation is compared with intellectual capital reports of firms from Asia, the Middle East and other European countries. [ABSTRACT FROM AUTHOR]

Investigates organizational knowledge strategies in Spanish industry; using survey questionnaire covering: organizational knowledge management, organizational learning and performance. Applies Bierly and Chakrabarty's typology of generic knowledge strategies to perform cluster analysis and classify firms. Implications for strategy emerge: each firm owns a specific bundle of resources forming organizational capabilities; uniqueness nature is outcome of different organizational decisions. Knowledge strategies determine stocks and flows of organizational knowledge and competitive advantage of firms. Decisions involving trade-offs between knowledge exploitation or exploration, internal or external knowledge, breadth of knowledge base, etc. should be made to configure the best strategy. Results show organizational performance varies across clusters. Knowledge strategy should be integrated among strategic decisions to get good organizational fit. [ABSTRACT FROM AUTHOR]

This article presents information about technology and learning in the knowledge-based economy. The 1990's has witnessed a remarkable surge of interest in knowledge as the ultimate source of competitive advantage, not only for organisations but also for nations or regions. The ever increasing importance of knowledge-based resources in today's competitive environment calls for a shift of our thinking concerning organisational learning and innovation. In particular, it raises questions about how organisations create, develop, deploy, renew and store knowledge, in sum, how organisations manage their knowledge. Business theorists have, for the sake of convenience, contrasted tacit knowledge with explicit knowledge as if they were distinct categories. However knowledge exists on a spectrum and all knowledge has tacit dimensions. At one extreme, it is almost completely tacit, that is, knowledge `not yet explicated'. At the other end of the spectrum, knowledge is almost completely codified or explicit and accessible to people other than the individuals generating it.