The Intellectual Capital And The New Career Management In Public Institutions From Defence Field
Additional contact information
Daniel Gogoescu: University of Craiova, Romania
Manager Journal, 2015, vol. 22, issue 1, pages 282-299
In public institution the development of the concept of intellectual capital (understand simultaneously as human, structural and relational capital) mean the rise of the organisation`s competitiveness and the beget of structural capital (potential subsequently invested to achieve knowledge), respective the power building-up in efficient action – meaning the consolidation and development of success obtained in competition. The term of intellectual capital add up a sum of values, knowledges, abilities and habitudes of the employees, and also those cumulated on organisational level within what we call organisational culture, the final goal of its evolution being to obtain the optimal managerial efficiency. So, the individual is the main component (as human capital) of the organisational intellectual capital, being the source of his performance and the performance of the organisation where he is part of. It is easy and logic, from a certain perspective, to understand the purpose of an individual to create added value to his capacity and capabilities (the human capital is not the sum of individuals, but the sum the individuals intelligence`s interactions in the creation process), but we always put the question of what is the adequate measure for an individual of what he whish and need to invest in this intelligence and knowledge. There is no performance where there is no intellectual capital and where is no investment in human capital, the process being, generally speak-ing, an Archimedean convolution: the human capital generates intellectual capital which, also brings added value to knowledge and, implicitly, develops continuously the human capital. The adequate exploitation of intellectual capital, obtained through the adequate exploitation of intellectual potential, of the individual and collective capabilities, capacities and performances ale the human potential mean to rich the maximum efficiency of institution. Repetitively application of an adequate management of individual career – materialized through a superior management of intellectual capital – will represent, in the end, an intelligent, creative and performant management of institutions/organisations.
Keywords: Labour training; firm employment decision; promotion; general personnel economics; intellectual capital; system improvement; synergy; manager training; continue formation knowledge management; human capital; occupational choice skills; professional labour markets; occupational licensing (search for similar items in EconPapers)
References: Add references at CitEc
Citations Track citations by RSS feed
Downloads: (external link)
http://manager.faa.ro/en/article/The-Intellectual- ... fence-Field~857.html (text/html)
This item may be available elsewhere in EconPapers: Search for items with the same title.
Export reference: BibTeX
RIS (EndNote, ProCite, RefMan)
Persistent link: http://EconPapers.repec.org/RePEc:but:manage:v:22:y:2015:i:1:p:282-299
Access Statistics for this article
Manager Journal is currently edited by Paul Marinescu
More articles in Manager Journal from Faculty of Business and Administration, University of Bucharest Contact information at EDIRC.
Series data maintained by Cosmin Catalin Olteanu ().