Managing Intellectual Capital: Organizational, Strategic, and Policy Dimensions

By David J. Teece. 2000

682 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/79df1361cb2e52ca353ffc7e916dc29f7d617a66

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In Strategy and Management

Citations in the corpus

A dynamic capabilities-based entrepreneurial theory of the multinational enterprise (2014, positive): “Intellectual capital, in particular, is generally harder to develop, transfer, and imitate (Teece, 2000).”
Modeling a Paradigm Shift: From Producer Innovation to User and Open Collaborative Innovation (2010, background): “Also included are the costs of protecting the design from theft, for example, by restricting access, and enforcing noncompete agreements (Teece 2000, Marx et al. 2009).”
Knowledge sharing, intellectual capital and firm performance (2014, background): “IC is the sum of all knowledge and knowing capabilities that will be crucial for firms to gain a sustainable competitive advantage (Nahapiet and Ghoshal, 1998; Stewart and Ruckdeschel, 1998; Teece and Teece, 2000).”
Linking Customer Interaction and Innovation: The Mediating Role of New Organizational Practices (2011, background): “A prevalent theme in the strategic management and innovation literatures is that firms increasingly need to rely on external knowledge sources to gain and sustain competitive advantage (e.g., Chesbrough 2003, Dyer and Singh 1998, Teece 2000).”
Human capital convergences in intellectual capital and sustainability reports (2007, methodology): “This tool, often referred to as the Intellectual Capital Report, communicates the coherence between corporate strategy and management practices (Dati, 1997, 2000; Edvinsson and Malone, 1997; Guilding and Pike, 1990; Haanes and Lowendhal, 1997; Hall, 1992; Hammerer, 1996; Hendriksen and van Breda, 19”
The development of strategic management in the non‐profit context: Intellectual capital in social service non‐profit organizations (2008, background): “Intellectual capital becomes the main differentiating factor that provides a competitive market position to an organization (Kaplan and Norton 2001; Teece 2002).”
Reflections on "Profiting from Innovation" (2006, background): “In Chapter 5 of Teece (2000), the article was rewritten and put more explicitly in managerial language.”
Does organizational structure facilitate inbound and outbound open innovation in SMEs? (2019, background): “SMEs need to sell their findings in order to enlarge their resource pool (Dufour and Son 2015); however, when considering outbound OI, one has to bear in mind that knowledge is a highly idiosyncratic good (Teece 2000) and knowledge transactions require specific skills of both parties involved.”
Trust and tacit knowledge sharing and use (2010, methodology): “Face-to-face interaction often is the primary method for transferring tacit knowledge (Nonaka and Takeuchi, 1995; Spender and Grant, 1996; Sweeney, 1996; Teece, 2000; Teece et al., 1997).”
A Multidimensional Conceptualization of Environmental Velocity (2010, positive): “The technology— float glass production methods—that was developed to produce flat glass was adopted relatively quickly during this period compared to other process technology innovations (Teece, 2000).”
Patent Thickets, Licensing and Innovative Performance (2010, background): “2 Teece (2002), p.”
Perspective - Tacit Knowledge and Knowledge Conversion: Controversy and Advancement in Organizational Knowledge Creation Theory (2009, background): “The knowledge-based view included strategies for managing knowledge assets (e.g., Boisot 1998; Chou and He 2004; Nonaka et al. 2000, 2005b; Teece 1998, 2000; Bowonder and Miyake 2000; Chen and Edgington 2005).”