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تعزيز رأس المال الستراتيجي
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يتفق اغلب الرؤوساء التنفيذيين للشركات، على ان رأس المال الستراتيجي
(Strategic capital) هو مقدرة المنظمة على رسم الخطط الناجحة وتنفيذ الستراتيجيات الملائمة، بالاعتماد على مدى واسع من أطر التفكير الخاصة بالعاملين، ومعارفهم وافكارهم وتصوراتهم التي ينبري ان تدخل في بناء تفاعلات انسانية صحيحة تصب في تطوير رأس المال الاجتماعي التنظيمي (Organizational Social capital) . فمن هذا المفهوم العميق بتداخلاته سننطلق لتوضيح المقالة الحالية لـ (Peter Smith) المعنونة
(Enhancing strategic capital) المنشورة في ايلول (2006) بـ
 
(Handbook of business strategy)، والتي ستناقش المدخل الشمولي لأحتواء العاملين بوصفه معتقداً جوهرياً للمنظمة، ويمثل الجانب الحاسم للتخطيط الستراتيجي الناجح.

عادة ما يتم الاستعانة بأناس مقربين او اصدقاء نثق بهم في اطار التعاملات الحياتية الخاصة، مثلاً عند شراء شيء معين بسيط (كتاب)، او معقد (دار او سيارة)، وقد يكون اولئك الافراد المستعان بهم من ضمن شبكة الناس المتعاونين لتقديم النصيحة والمشورة. وفي عالم الاقتصاد المعرفي (Knowledge economy) توجد شبكة علاقات داعمة موثوق بها تكون جاهزة لتحقيق تآلفاً مجتمعياً في كل المجالات يمكنها ان تفيد منظمات الاعمال في تقديم خدمات مميزة لزبائنها. ففي تلك الحالة يكون ليس المطلوب هنا بالضبط هو ماذا تعرف؟ "رأس المال البشري" (Human capital)، او حتى مَنْ تعرف؟ "رأس مال العلاقات"
(Relational capital) التي تضمن مخرجات ناجحة، بل المطلوب هو مَنْ الذي تعرفه جيدا؟ بشكل يفي لتثق به ان يقدم لك النصحية المهمة، او تتعاون معه للحصول على الاشياء بكل فاعلية وكفاءة، وهذا ما يطلق عليه هنا بـ "رأس المال الاجتماعي" (Social capital) . فعلى هذا الاساس ان ستراتيجية فجوة المعرفة- التطبيق
(The Knowing- doing gap strategy) احياناً تصمم وتنفذ في غرفة عمليات الرؤوساء التنفيذيين للشركات من منطلق سعيهم للاهتمام بعجلة تقدمها، وتماشياً مع تأكيد حقيقة "مَنْ يفكر بماذا" (Who think what). وعلاوة على ذلك، ينبغي ان تكون للمنظمات رؤية واضحة عن شبكة العلاقات الموجودة مع ما موجود في بيئتها العامة والخاصة، وتحديد قادة الرأي (Opinion leaders) غير الرسميين فيها، وانماط تأثيرهم ونفوذهم الايجابي والسلبي، لكون ذلك يعد من القضايا الحاسمة لنجاح تطبيق الستراتيجية على احسن ما يرام. ولعل من الجدير ذكره، ان مثل ذلك قد يكون حقيقياً وفاعلاً قبل صياغة الخطط الستراتيجية، ولكنه قد يصبح غير ذي فائدة في مرحلة التدشين او التنفيذ الفعلي لها.

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Abstract

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