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Additional info for Boobytraps: Fm 5-31
On the other hand, in the new economy companies, where the technology integrator is highly nonlinear, the management must be also highly nonlinear in order to match the process requirements. The final output in this situation contains large synergy and the organizational knowledge contributes greater to the IC. However, we may find some anomalies as well. For instance, a university is a highly nonlinear value system. However, if the academic management is based on linear thinking patterns, and linear decision making processes, the integration effect will be very small.
Their model is based on the concept of knowledge asset: “We define a knowledge asset as any resource made of or incorporating knowledge which provides an ability to carry out a process or a function aimed to create and/ or deliver value. 287). Thus, these authors consider that many tangible resources can be interpreted as knowledge assets, since they embody codified knowledge. It is a rather confusing definition since, ultimately, any physical object embody more or less knowledge. There is actually very difficult to separate those tangible assets which are declared knowledge assets, and those tangible assets which cannot be accepted as knowledge assets.
Fundamentals of organizational behavior. Boston, Massachusetts: Houghton Mifflin Company. , & Prahalad, C. K. (1994). Competing for the future. Boston: Harvard Business School Press. , & Sullivan, P. H. Sr. (2006). Einstein in the boardroom. Moving beyond intellectual capital to I-stuff. Hoboken, New Jersey: John Wiley & Sons, Inc. Hawkins, J. (2005). On intelligence. New York, New York: Times Book. Hayes-Roth, R. (2006). Hyper-beings. How intelligent organizations attain supremacy through information superiority.