The management of intangible resources
It is too soon to say whether the views expressed
in this paper, and by other authors, will result
in changes in management practice, for example
in terms of organizational responsibility for
intangibles. There are grounds for believing that
the analysis technique, represented by the model
presented in Figure 2, which traces the linkage
between competitive advantage, capability differentials
and intangible resources is an effective
means of achieving a deeper understanding of
the key intangible resources of a business, and
in consequence what needs to be done with
respect to their exploitation, protection and
development.
The management of intangible resourcesIt is too soon to say whether the views expressedin this paper, and by other authors, will resultin changes in management practice, for examplein terms of organizational responsibility forintangibles. There are grounds for believing thatthe analysis technique, represented by the modelpresented in Figure 2, which traces the linkagebetween competitive advantage, capability differentialsand intangible resources is an effectivemeans of achieving a deeper understanding ofthe key intangible resources of a business, andin consequence what needs to be done withrespect to their exploitation, protection anddevelopment.
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