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2012/2013  BA-HA_E114  Strategic Intangibles Management: Value creation at the individual level

English Title
Strategic Intangibles Management: Value creation at the individual level

Course information

Language English
Exam ECTS 7.5 ECTS
Type Elective
Level Bachelor
Duration One Semester
Course period Autumn, Spring
This course will also be offered in Spring 2012
Changes in course schedule may occur
Wednesday 9.50-12.25, week 5-12
Thursday 11.40-14.15, week 5,12
Time Table Please see course schedule at e-Campus
Max. participants 70
Study board
Study Board for BSc in Economics and Business Administration
Course coordinator
  • Patricia Plackett - Department of Operations Management
Secretary Malindi Wilks - maw.om@cbs.dk
Main Category of the Course
  • Business psychology
  • Business Ethics, value based management and CSR
  • Management
  • Management of Information and Knowledge Management
Last updated on 23-02-2012
Learning objectives
The aim of this course is to allow students to gain exposure to, and build expertise in, developing and deploying their own intangible resources in order to create value at the personal level. Students can expect to learn the basic concepts and theories as well as to gain insights about best practices in the real world with significant implications for developing their own leadership potential.
At the end of the course the student should be able to manage competently the following objectives:
Learning Objective 1: To explain clearly how intangible resources can be used to create value by drawing on a wide range of examples. [Understand empirical work related to the subject].
Learning Objective 2: To discuss knowledgably all key concepts, theories, models and frameworks that can be used in the analysis of intangible resources. [Understand theoretical foundations to the subject].
Learning Objective 3: To design and implement practical strategies for creating value through investments in intangible resources based on rigorous and systematic analysis of a variety of examples. [Understand practical approaches to strategy design and implementation related to the subject].
To obtain a score of 12 in this course a student must master the three learning objectives to an exceptional level with lower scores awarded in accordance with reductions in the levels of mastery.
No prerequisites.
20 min oral exam based on miniproject
20 min oral exam based on miniproject:
Type of test Oral with Written Assignment
Marking scale 7-step scale
Second examiner External examiner
Exam period Autumn Term and Spring Term
Aids Without preparation
Duration 20 Minutes

Oral exam (20 minutes) on the basis of a 10 pages (1 page is counted as 2,275 characters including spaces) long miniproject, which is going to be written individually or in groups of 2-4 students.

The make-up/re-exam will be held in the same way and with the same conditions as the ordinary exam.
Course content

Why was Lou Gerstner so successful at transformational leadership when he was at the helm of IBM while many other leaders have failed miserably? And why was Carly Fiorina forced out of her CEO position at HP, yet Steve Jobs was able to make a successful return to Apple after being squeezed out 11 years earlier? The answer, in part, lies in the role of intangibles. In the case of companies, intangible assets – factors not normally listed in financial statements that help companies to achieve their full potential, e.g., brands, leadership and processes – are an increasing part of market capitalization and empirical evidence confirms that intangibles are fundamentally changing the way in which organizations are managed today. In the case of individuals, there are many examples in which personal intangible assets have contributed significantly to successful outcomes. In fact, during interviews some recruiters make a concerted effort to uncover evidence of specific intangible traits of potential value to organizations. However, despite the rising significance of intangibles at all levels, we still do not have a comprehensive understanding of how they actually function as value-drivers. As a consequence, we do not manage them as well as we might in order to create value. Various theoretical lenses will be introduced to reveal features of intangibles that would otherwise remain invisible

Teaching methods
Expected literature

Ross, Judith (2007),”Hiring for intangibles,” Harvard Management Update, Vol. 12, No. 1, pp. 3-4.

Inkson, Kerr and Arthur, Michael B. (2001), “How to be a successful career capitalist,” Organizational Dynamics, Vol. 30, No. 1, pp. 48-61.

Gratton, Lynda and Ghoshal, Sumantra (2003), “Managing personal human capital: New ethos for the ‘volunteer’ employee,” European Management Journal, Vol. 21, No. 1, pp. 1-10.

Allee, Verna (2008), “The very human dynamics of knowledge and value conversion,“ Chapter 5 in Ahonen, Guy (Ed.) Inspired by Knoweldge in Organizations; Essays in honour of Professor Karl-Erik Sveiby on his 60th Birthday 25 June 2008, Stockholm: Swedish School of Economics and Business Administration.

DTI (Department of Trade and Industry), (2001), Creating value from your intangible assets: Unlocking your true potential.

Hall, Richard (1993), “A framework linking intangible resources and capabilities to sustainable competitive advantage,” Strategic Management Journal, Vol. 14, No. 8, pp. 607-618.

Zadrozny, Wlodek (2006), “Leveraging the power of intangible assets,” MIT Sloan Management Review, Vol. 48, No. 1, pp. 85-91.

Bart, Chris, Baetz, Mark C. and Pancer, S. Mark (2009), “Leveraging human capital through an employee volunteer program,” Journal of Intellectual Capital, Vol. 10, No. 1, pp. 121-134.

Rahe, Martin and Morales, Carlos (2005), “Reducing resistance to change through knowledge management: A conceptual approach,” Research and Practice in Human Resource Management, Vol. 13, No. 2, pp. 49-64.

Haskins, Mark E., Liedtka, Jeannne and Rosenblum, John (1998), “Beyond teams: Toward an ethic of collaboration,” Organizational Dynamics, Vol. 26, No. 4, pp. 34-50.

Cross, Rob, Liedtka, Jeanne and Weiss, Leigh (2005), “A practical guide to social networks,” Harvard Business Review, Vol.83, No, 3, pp. 124-132.

Nonaka, Ikujiiro, Peltokorpi and Tomae, Hisao (2005), “Strategic knowledge creation,” International Journal of Technology Management, Vol. 30, Nos. 3-4, pp. 248-264.

Tichy, Noel and Bennis, Warrren (2007), “Making judgment calls,” Harvard Business Review, Vol. 85, No. 10, pp. 94-102.

Sull, Donald N. and Spinosa, Charles (2007), “Promise-based management: The essence of execution,” Harvard Business Review, Vol. 85, No. 4, pp. 79-86.

Hurley, Robert F. (2006), “The decision to trust,” Harvard Business Review, Vol. 84, No. 9, pp. 55-62.

Hasson, Ralph (2007), “Why didn’t we know?” Harvard Business Review, Vol. 85, No. 4, pp. 33-43.

Katz, Robert L. (1974), “Skills of an effective administrator,” Harvard Business Review, Vol. 52, No.5, pp. 90-102.

Egan, Toby Marshall (2005), “Factors influencing individual creativity in the workplace: An examination of quantitative empirical research, Advances in Developing Human Resources, Vol. 7, No. 2, pp. 160-181.

Butler, Timothy and Waldroop, James (2004), “Understanding ‘people’ people,” Harvard Business Review, Vol. 82, No. 6, pp. 78-86.

Harding, David and Rouse, Ted (2007), “Human due diligence,” Harvard Business Review, April, pp. 124-131.

Drucker, Peter (2005), “Managing oneself,” Harvard Business Review, Vol. 83, No. 1, pp. 100-109.

Last updated on 23-02-2012