Proceedings of the 3rd European Conference on Intellectual Capital

Bob Barrett
many companies are learning that online learning has many benefits in <strong>the</strong> corporate/business
environments. Thus, many companies and organizations are focusing on <strong>the</strong> “learning” element <strong>of</strong>
<strong>the</strong>ir employees’ daily work lives, as well as helping to build <strong>the</strong>ir knowledge management with a
concentration on helping <strong>the</strong> organization learn from previous and current experiences. Thompson
(1995) stated that “organizational learning involves <strong>the</strong> acquisition <strong>of</strong> new information and <strong>the</strong> ability to
analyze that information creatively, learn from it, and apply that learning in useful ways.” (p. 95). As
organizations realize that <strong>the</strong>re is a need to “capture” and “utilize” this type <strong>of</strong> learning, <strong>the</strong>y also
realize <strong>the</strong> need for <strong>the</strong> organization, as a whole, to concentrate on building up this learning element
to include everyone in <strong>the</strong>ir respective organization, as well as setting up informal and formal learning
center or circles. While organizations and communities view <strong>the</strong> impact <strong>of</strong> online learning in <strong>the</strong> U.S.,
we also have to look at how type <strong>of</strong> learning is impacting <strong>the</strong> world and our global capital.
3. Virtual learning and its global impact
In <strong>the</strong> business world, when “a brand expands it reach around <strong>the</strong> globe, it achieves favored
perceptions that are greater than <strong>the</strong> sum <strong>of</strong> its national parts” (Holt, Quelch, and Taylor, 2004, p.
191). This branding, known as global branding, relies on <strong>the</strong> input <strong>of</strong> <strong>the</strong> various stakeholders and
how <strong>the</strong>ir cultural differences can enhance <strong>the</strong> quality and acceptance <strong>of</strong> such a brand. In <strong>the</strong> field <strong>of</strong>
education, one needs to understand how <strong>the</strong>se new virtual learning communities have created a new
type <strong>of</strong> global branding <strong>of</strong> education in terms <strong>of</strong> linking various stakeholders throughout <strong>the</strong> world into
a stronger and more diversified learning environment. Contextually, one can see a new, global
branding <strong>of</strong> course management systems, which affects and supplements <strong>the</strong> needs <strong>of</strong> growing,
virtual learning communities. Thus, this leads us to <strong>the</strong> next part <strong>of</strong> this paper’s focus, <strong>the</strong> <strong>European</strong>
and American approaches towards Intellectual Capital.
4. Intellectual capital – <strong>European</strong> and U.S. approaches
According to Answers.com, “Intellectual capital collectively refers to all resources that determine <strong>the</strong>
value and <strong>the</strong> competitiveness <strong>of</strong> an enterprise. As such, it includes as subsets <strong>the</strong> attributes that
concur to building all financial statements as well as <strong>the</strong> balance sheet.” (para. 1) While intellectual
capital can be examined and discussed in terms <strong>of</strong> employees, organizational capabilities or
customers, <strong>the</strong> main focus <strong>of</strong> this paper will focus on <strong>the</strong> area <strong>of</strong> human capital. Stewart (1997)
classified Intellectual Capital into three identified areas in <strong>the</strong> following:
Human Capital: The capabilities <strong>of</strong> <strong>the</strong> company’s employees necessary to
provide solutions to customers, to innovate and to renew. In addition to individual
capabilities, human capital includes <strong>the</strong> dynamics <strong>of</strong> an intelligent (learning)
organization in a changing competitive environment, its creativity, and
innovativeness.
Structural Capital: The infrastructure <strong>of</strong> human capital, including <strong>the</strong>
organizational capabilities to meet market requirements. Infrastructure includes
<strong>the</strong> quality and reach <strong>of</strong> information technology systems, company images,
databases, organizational concept and documentation.
Customer Capital: The relationships with people with whom a company does
business. Although this usually means clients and customers, it can also mean
suppliers. It has also been referred to as relationship capital. (cited in
http://www.cpavision.org/vision/wpaper05b.cfm)
In order to manage Human Capital, management needs to measure various factors to determine
whe<strong>the</strong>r employees are benefitting <strong>the</strong> organization and to what degree. How can <strong>the</strong>y be measure?
Here are some items that management can evaluate in this area.
Training programs
Credentials
Experience
Competence
Recruitment
Mentoring
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