Summary of Managing Intellectual Capital

Organizational, Strategic and Policy Dimensions

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Managing Intellectual Capital book summary
Knowledge is property. Innovation is capital. Once you understand that, your asset base is different and your management had better be different, too.


8 Overall

9 Applicability

9 Innovation

6 Style


In his preface, author David J. Teece promises a theoretical framework for understanding intellectual property and practical advice about managing it. Theory ultimately prevails in this book, but valuable nuggets of managerial guidance await any entrepreneur willing to dig for them. As a professor and as the presenter of Oxford’s Clarendon Lecture in Management Studies, from which this book is drawn, Teece naturally tends toward abstract thinking. Some of the territory has been traveled before (i.e. the message that bureaucratic, hierarchical organizations tend to stifle innovation) but Teece adds a lot of intriguing material. believes analytically minded academics, entrepreneurs and executives will find Teece’s volume illuminating, most notably his educated perspective on antitrust activism in the high tech arena. He concludes that government regulators should probably stick to regulating industries they understand. Well, if they want to understand intellectual property, they should start here.

In this summary, you will learn

  • How to classify knowledge capital;
  • Why corporations cannot prosper without the proper application of knowledge; and
  • Why licensing and outsourcing can work to your advantage or disadvantage.


Types of Knowledge
Did you ever think that your knowledge about knowledge might be lacking? You probably tend to think of knowledge as one entity - you either have it or you don’t. Just as light is considered the opposite of dark, despite the countless shades and gradations available, ...
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About the Author

David J. Teece teaches business administration at the University of California at Berkeley, and is the director of the Institute of Management, Innovation and Organization. He has held previous positions at St. Catherine’s College, Oxford University, and at the Oxford Institute for Energy Studies. He presented the Clarendon Lectures in Management Studies in 1998 and in 1999 was awarded the Andersen Consulting Award.

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