HUMAN, STRUCTURAL AND CUSTOMER’S CAPITAL

Human capital -the capabilities of the individual required to provide solutions to customers. Structural Capital- the capabilities of the organization to share and transport knowledge to meet market requirements. Customer Capital-the value of an organization relationship with the people with whom it does business.
Structural capital of organizations represents all the non-human storehouses of knowledge including databases,organizational charts, process manuals, strategies, routines and  policies (Bontis

et al.,
2000; Wu and Tsai, 2005). Roos et al.(1998) pointed out that structural capital as “what remains in the company when employees go home for the night”. According to Cohen and Kaimenakis (2007), organizations do not have their own human capital while structural capital belongs to the organization as a whole and it can be replicated and shared. In the same way Joshi
et al.,
(2010) stated thatstructural capital is a knowledge created by an organizationand it cannot be separated from the entity. According toStewart (2000) and Shih
et al.
(2010) structural capital provides the environment that support individuals to investtheir human capital to create and leverage its knowledge.However, Ramezan, (2011) argued that structural capitalmainly deals with the system and structure of an organization.Structural capital is very important for the organizations tocreate value added products and to take competitive advantage.
Customer capital is also one of the most important components of intellectual capital. Customer capital is mainly based on the relationship between the organization and its customers(Edvinsson and Malone, 1997, Shaari et al., 2010; Tai- Ning et al., 2011). Bontis et al., (2000) pointed out that it is based on the knowledge embedded in the marketing channels and customer relationships that an organization develops through the course of conducting business. Roos et al., (2001) and Hill and Jones (2001) stated that the relationship with customers is very important for organizations because customers buy products or services from the enterprises. Therefore, customers are the main source for revenue generation of organization. It is very important for organizations to satisfy their customers needs (Tai- Ning et al., 2011).
SIMILARITIES AND DIFFERENCE– Information technology functions of an organization are condensed into a separate shared services . Information technology center, ten people processes, and potentially relationships with external customers are all affected. Knowledge management relevant to this discussion because to compete successfully in today’s economy, organizations have to treat the knowledge that contributes to their core competencies just as they would any other strategic, irreplaceable asset. Instituting a shared services model involves the preservation and packaging or corporate knowledge. Information in the context in which it is used.
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