The chapter addresses the importance of knowledge-based resources proposing indicators to measure and report technological capital in companies. The first part of the chapter develops a conceptual framework to analyze organizational learning and its outcomes. It focuses on the strategy perspective of organizational learning, addressing its ontology, contributions, and problematics. The second part is focused on a particular type of knowledge—the technological capital—that is institutionalized knowledge in the form of technologies. This section proposes a map for the different types of technological capital of companies: idiosyncratic, core, ancillary, and compulsory. The chapter shows the results of a case study with European firms measuring and reporting technological capital. Finally the chapter summarizes main conclusions for management.
The Learning Process In The Company
The Resource Based View of the Firm (RBV) will help us to explain how important knowledge-based intangible resources are to reach and maintain a sustainable competitive advantage. This view of the firm studies the way to employ and combine strategic organizational resources so that the competitive advantage becomes sustainable as well as the nature of income-generating resources and the origins of heterogeneity. Later we will move to the literature on Organizational Learning to tackle key issues arising out of the discipline today, such as how to transform knowledge at individual level into knowledge at organizational level as a result of the learning process in the firm.