ABSTRACT
Organisational capital is typically presented as dead. It is what has been left behind after human capital has left the building. Its ‘internal structure includes patents, concepts, models, and computer and administrative systems’ (Sveiby, 1997), it ‘doesn’t go home at night’ (Stewart, 1997), and it is ‘everything left at the offi ce when the employees go home’ (Edvinsson and Malone, 1997). Organisational capital is a leftover which is abandoned every afternoon by human capital leaving to live other lives; it is doomed to stay behind. Organisational capital is not heroic in this picture of things; and it appears to be a production of humans, just as it is a tool for humans. It is systematically ‘after human capital’.
