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Retaining Intellectual Capital in U.S. Organizations : = An Exploratory Study.

Record Type:	Language materials, manuscript : Monograph/item
Title/Author:	Retaining Intellectual Capital in U.S. Organizations :/
Reminder of title:	An Exploratory Study.
Author:	Taylor, Bobby.
Description:	1 online resource (148 pages)
Notes:	Source: Dissertation Abstracts International, Volume: 79-02(E), Section: B.
Contained By:	Dissertation Abstracts International79-02B(E).
Subject:	Information technology. -
Online resource:	click for full text (PQDT)
ISBN:	9780355362046

Retaining Intellectual Capital in U.S. Organizations : = An Exploratory Study.
Taylor, Bobby.

Retaining Intellectual Capital in U.S. Organizations :An Exploratory Study. - 1 online resource (148 pages)

Source: Dissertation Abstracts International, Volume: 79-02(E), Section: B.

Thesis (D.M.)

Includes bibliographical references

Intellectual capital (IC) is a vital to the functionality of information technology (IT) businesses. Many companies recognize that enhancing and maintaining IC is critical to sustainability. The problem is that Fortune 500 IT businesses lack human resources in the United States needed for innovative development, resulting in an overreliance on outsourcing of technology jobs to other countries. The lack of skilled resources in U.S. based organizations creates a challenge for organizational sustainability which requires the organizational strategy to include responding to the long-term IC needs of its employees. Without training opportunities and watching their jobs move out of reach, IT employees have no motivation to stay. The focus of this study was to identify how Fortune 500 companies can enhance IC by training onshore human resources. A qualitative study approach was the most appropriate research method used in the study. Upper management leaders were interviewed to determine: How do United States based organizations in the IT industry enhance the intellectual capital skillsets without using offshore resources? How do United States based IT organizations manage internal IC needs? Data were analyzed using a thematic analysis approach. Six themes emerged but the overall response, when triangulated with field notes and archival data, indicated that very little professional development training is offered. Consensus emerged of cost savings using outsourcing and offshoring, and intellectual capital that can be accrued domestically may prove a more lucrative resource than the money saved on the defunding of certain IT departments in the United States.

Electronic reproduction.
Ann Arbor, Mich. :
ProQuest,
2018

Mode of access: World Wide Web

ISBN: 9780355362046Subjects--Topical Terms:

559429
Information technology.
Index Terms--Genre/Form:

554714
Electronic books.

Retaining Intellectual Capital in U.S. Organizations : = An Exploratory Study.
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504 $a Includes bibliographical references
520 $a Intellectual capital (IC) is a vital to the functionality of information technology (IT) businesses. Many companies recognize that enhancing and maintaining IC is critical to sustainability. The problem is that Fortune 500 IT businesses lack human resources in the United States needed for innovative development, resulting in an overreliance on outsourcing of technology jobs to other countries. The lack of skilled resources in U.S. based organizations creates a challenge for organizational sustainability which requires the organizational strategy to include responding to the long-term IC needs of its employees. Without training opportunities and watching their jobs move out of reach, IT employees have no motivation to stay. The focus of this study was to identify how Fortune 500 companies can enhance IC by training onshore human resources. A qualitative study approach was the most appropriate research method used in the study. Upper management leaders were interviewed to determine: How do United States based organizations in the IT industry enhance the intellectual capital skillsets without using offshore resources? How do United States based IT organizations manage internal IC needs? Data were analyzed using a thematic analysis approach. Six themes emerged but the overall response, when triangulated with field notes and archival data, indicated that very little professional development training is offered. Consensus emerged of cost savings using outsourcing and offshoring, and intellectual capital that can be accrued domestically may prove a more lucrative resource than the money saved on the defunding of certain IT departments in the United States.
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