Exam 4: Recognizing a Firms Intellectual Assets: Moving Beyond a Firms Tangible Resources

Facial expressions and body language make in-person meetings a rich method of communication, but not significantly better than email in most cases.

Given the narrower boundaries associated with e-teams, members and leaders generally have limited access to a wider range of social contacts than would be typically available in more traditional face-to-face teams.

Social network analysis is helpful because the configuration of the group member social ties within and outside the group affects the extent to which members connect to individuals who do all of the following except

The use of information technology (e.g., email) has increased in recent years in many organizations. This has helped to ____________.

There are multiple advantages of e-teams. Which of the following is not an advantage?

Email can cause embarrassment, as explained by Marshall Goldsmith, executive coach.

The least effective way to retain human capital is to

Deliberate actions to reduce email output consist of forwarding all messages, but limiting the number of recipients.

Which of the following firms would you expect to have the highest ratio of market value to book value?

Access Health, a call-in medical center, uses technology to capture and share knowledge. When someone calls the center, a registered nurse uses the company clinical decision architecture to assess the caller symptoms, rule out possible conditions, and recommend a home remedy, doctor visit, or trip to the emergency room. This is an example of using

The management of intellectual property (IP) involves, besides patents, contracts with confidentiality and non-compete clauses, copyrights, and the development of trademarks.

Generally, teams suffer process loss because of low cohesion, low trust among members, a lack of appropriate norms or standard operating procedures, or a lack of shared understanding among team members about their tasks.

When an organization tries to improve cycle times in a manufacturing process, it finds far more value in problem solving shaped by the diverse experiences, perspectives, and learning of a tightly knit team (shared through knowledge flows) than in a training manual (knowledge stocks) alone.