Abstract :
Summary form only given. In the emerging knowledge era segment of the post-industrial epoch, critical knowledge areas (CKAs) represent identifiable bodies of knowledge which are unique to the enterprise. A question begs for response: what is the return on a small percentage increase in the application of intellectual capital, the CKAs? Those who seek to account for asset value have a challenge, the measurement and management of intellectual capital. The new business measure is return on critical knowledge (ROCK). This is a label for the formula that can likely capture the full essence and value of CKAs, and measuring and managing intellectual capital. Strategically aligned human resource systems such as selection, promotion, developing personal and organizational bench strength, compensation, career or role paths, job design and descriptions, job rotation, organizational structuring, CC assessment and the usual plethora of policies accompanying these areas will also contribute to the full delivery of organizational performance and high yield on CKAs
Keywords :
human resource management; industrial property; personnel; research and development management; technology transfer; R&D management; critical knowledge areas; enterprise; human resource systems; innovation management; intellectual capital; organisational performance; personnel policies; return on critical knowledge; Asset management; Engineering profession; Equations; Humans; Job design; Knowledge management; Multiskilling;
