Human Capital

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The Dandelion Principle: Redesigning Work for the Innovation Economy

People who are “different,” either behaviorally or neurologically, can add significant value to companies. The authors, who studied the practices of innovative organizations and the experience of a Danish company working with people with autism, argue that companies can benefit from adjusting work conditions to embrace the talents of people who “think differently” or have “inspired peculiarities.” “Managing innovation is less about averages and more about understanding outliers,” write the authors.

Enrico Moretti, courtesy of Houghton Mifflin Harcourt
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The Multiplier Effect of Innovation Jobs

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Because of a multiplier effect, each new high-tech job in the U.S. creates five additional jobs in the service economy, says economist Enrico Moretti.

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What makes a place entrepreneurial?

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Why do some locations — such as Silicon Valley — seem to have higher rates of entrepreneurship than others? Given the role start-ups often play in bringing forth new ideas, that's a question many people interested in economic development would like to know the answer to.

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HR Information Disclosure

Although most large corporations routinely collect data on employee turnover, benefits expenditures, training costs and so on, they rarely make that information public. But that could be a mistake, claim Fabienne Autier, associate professor of human resources management, and Rodolphe Durand, associate professor of strategy, both with E.M.

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Intellectual Capital = Competence x Commitment

Commitment and competence are embedded in how each employee thinks about and does his or her work and in how a company is organized to accomplish work. This intellectual capital is, according to the author, a firm’s only appreciable asset. He outlines three ways to build employee commitment and five tools for increasing competence in a firm, site, business and plant.

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