MGMT630 - Knowledge Management Assignment Solution Spring 2013
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MGMT630 - Knowledge Management Assignment Solution Spring 2013
by Victoria333 Sun Jun 09, 2013 6:05 am
Knowledge generation and important organizational capital:
FM 85 is a well known radio channel of the locality, which had been launched 3 years back. Within the first
three years of its operations it has developed a brand among the competing channels. The strategic leaders
consider that the Radio Jockeys-RJs (hosts of different radio shows) who are well educated, informed and
admirable are their major contributor to their success. Uptill now some of RJs have developed a personal
association and bonding with the regular callers. And this personal association has given a major strength to
the FM in terms of strong listenership and a desirable word of mouth. Customers show their interest in
different programs through the calls they make to the channel and this increasing listenership has attracted
different sponsors for the channel. The radio jockeys are also satisfied with the facilities provided to them;
like the quality sound systems, microphones, uninterrupted supply of electricity & internet and the highly
furnished & equipped rooms. All these factors are basically creating a competitive edge for the channel.
Considering this scenario respond to the following questions.
Are such FM channels contributing in the knowledge generation at massive level? 8 marks
In the given detail differentiate the Human capital, Customer capital and Structural capital of the FM channel.12 marks- 4 marks each
FM 85 is a well known radio channel of the locality, which had been launched 3 years back. Within the first
three years of its operations it has developed a brand among the competing channels. The strategic leaders
consider that the Radio Jockeys-RJs (hosts of different radio shows) who are well educated, informed and
admirable are their major contributor to their success. Uptill now some of RJs have developed a personal
association and bonding with the regular callers. And this personal association has given a major strength to
the FM in terms of strong listenership and a desirable word of mouth. Customers show their interest in
different programs through the calls they make to the channel and this increasing listenership has attracted
different sponsors for the channel. The radio jockeys are also satisfied with the facilities provided to them;
like the quality sound systems, microphones, uninterrupted supply of electricity & internet and the highly
furnished & equipped rooms. All these factors are basically creating a competitive edge for the channel.
Considering this scenario respond to the following questions.
Are such FM channels contributing in the knowledge generation at massive level? 8 marks
In the given detail differentiate the Human capital, Customer capital and Structural capital of the FM channel.12 marks- 4 marks each
Victoria333- Monstars
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Posts : 267
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Re: MGMT630 - Knowledge Management Assignment Solution Spring 2013
by Victoria333 Sun Jun 09, 2013 6:06 am
Knowledge as an asset:
The final lever is that of knowledge as an asset. This builds on the notion, mentioned earlier, of
measuring and managing intellectual capital. While many organizations have accountants and auditors
track in detail every piece of physical plant and machinery, few devote even a fraction of this attention
to intellectual capital. Yet this is much more valuable, since it includes knowledge and people.
The starting point of .any asset-based approach is that of understanding its different components.
Intellectual assets are frequently categorized into the following groups.
1. Human capital – in the minds of individuals; knowledge,competencies, experience, know-how, etc.
2. Structural capital – ‘that which is left after employees go home for the night':processes, information systems, databases, etc.
3. Customer capital – customer relationships,brands, trademarks, etc.
Dow Chemical provides a good example of this knowledge lever. In 1994 it had over 29000 patents in
force around the world. However, maintainingthe validityof a patent can be costly -up to $250000 over
its lifetime. Dow's Intellectual Asset Management team developed a comprehensive framework for
actively measuring and managing its patent portfolio. It found many patents not being effectively
exploited, and others with no obvious ownership. It took measures to exploit patents, either through
internal use, licensing or sale, while allowing others to lapse by not paying renewal fees. Within three
years the team had generated $125 million in additional revenues, their original target for the year 2000
The final lever is that of knowledge as an asset. This builds on the notion, mentioned earlier, of
measuring and managing intellectual capital. While many organizations have accountants and auditors
track in detail every piece of physical plant and machinery, few devote even a fraction of this attention
to intellectual capital. Yet this is much more valuable, since it includes knowledge and people.
The starting point of .any asset-based approach is that of understanding its different components.
Intellectual assets are frequently categorized into the following groups.
1. Human capital – in the minds of individuals; knowledge,competencies, experience, know-how, etc.
2. Structural capital – ‘that which is left after employees go home for the night':processes, information systems, databases, etc.
3. Customer capital – customer relationships,brands, trademarks, etc.
Dow Chemical provides a good example of this knowledge lever. In 1994 it had over 29000 patents in
force around the world. However, maintainingthe validityof a patent can be costly -up to $250000 over
its lifetime. Dow's Intellectual Asset Management team developed a comprehensive framework for
actively measuring and managing its patent portfolio. It found many patents not being effectively
exploited, and others with no obvious ownership. It took measures to exploit patents, either through
internal use, licensing or sale, while allowing others to lapse by not paying renewal fees. Within three
years the team had generated $125 million in additional revenues, their original target for the year 2000
Victoria333- Monstars
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Posts : 267
Join date : 2013-05-12
Age : 35
Location : Victoria
Re: MGMT630 - Knowledge Management Assignment Solution Spring 2013
by Victoria333 Sun Jun 09, 2013 6:06 am
plz listen lecture for frst quest
Victoria333- Monstars
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Posts : 267
Join date : 2013-05-12
Age : 35
Location : Victoria
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