scholarly journals COMMUNICATION AUDIT AND KNOWLEDGE MANAGEMENT AUDIT AS KINDS OF INTERNAL AUDITS IN THE MANAGEMENT OF INTANGIBLE ASSETS OF AN ORGANIZATION

2018 ◽  
Vol 23 (2) ◽  
pp. 41-47
Author(s):  
Renata Winkler
Keyword(s):  
Knowledge Management ◽  
Intangible Assets ◽  
Communication Audit ◽  
Management Audit

Data, Information, and Knowledge

2015 ◽  
pp. 85-96
Author(s):  
G. Scott Erickson ◽  
Helen N. Rothberg
Keyword(s):  
Big Data ◽  
Knowledge Management ◽  
Conceptual Development ◽  
Intangible Assets ◽  
Business Analytics ◽  
Management Perspective ◽  
Successful Employment ◽  
Similarities And Differences ◽  
Global Strategies ◽  
Cross Fertilization

This chapter examines the similarities and differences between big data and knowledge management. Big data has relatively little conceptual development, at least from a strategy and management perspective. Knowledge management has a lengthy literature and decades of practice but has always explicitly focused only on knowledge assets as opposed to precursors like data and information. Even so, there are considerable opportunities for cross-fertilization. Consequently, this chapter considers data from McKinsey Global Strategies on data holdings, by industry, and contrasts that with data on knowledge development, essentially the intangible assets found in the same industries. Using what we know about the variables influencing the application of intangible assets such as knowledge and intelligence, we can then better identify where successful employment of big data might take place. Further, we can identify specific variables with the potential to grant competitive advantage from the application of big data and business analytics.

Experiential Perspective on Knowledge Management

2005 ◽  
pp. 1162-1168 ◽  
Author(s):  
V. P. Kochikar ◽  
J. K. Suresh
Keyword(s):  
Knowledge Management ◽  
Intangible Assets ◽  
Organizational Processes ◽  
Physical Assets ◽  
Management Thinking

The last few decades have seen a growing proportion of organizational wealth being represented by intangible assets, i.e., assets with value that cannot be measured in terms of any physical attribute. Management thinking, conditioned over centuries to extract the greatest value out of physical assets, has had to bring within its ambit the leveraging of these intangible assets in building the capabilities required to deliver superior products and solutions. The discipline of knowledge management (KM) was born and came to encompass the gamut of organizational processes, responsibilities, and systems directed toward the assimilation, dissemination, harvest, and reuse of knowledge. In simpler terms, KM is the answer to the question, “How can the organization update and use its knowledge more effectively?” (Kochikar, 2000).

What Difference Does It Make

2003 ◽  
pp. 52-65 ◽  
Author(s):  
Abdus S. Chaudhry
Keyword(s):  
Knowledge Management ◽  
Performance Measurement ◽  
Performance Measures ◽  
Measurement System ◽  
Balanced Scorecard ◽  
Intangible Assets ◽  
Competitive Success ◽  
Salient Features ◽  
Management Work ◽  
Comprehensive Coverage

This chapter provides an overview of performance measurement in the area of knowledge management. Salient features of main measures have been described and their role in determining the return on knowledge management work highlighted. While Balanced Scorecard and Intangible Assets Monitor provide comprehensive coverage, several other measures are also in use. A recent study and review of applications of main KM performance measures in selected organizations showed several areas of commonality in the objectives of performance measurement and revealed differences in approaches to the application and presentation of various performance measures. Developing a measurement system for knowledge management is considered the key to the competitive success of the organization.

Measuring Knowledge Management Capabilities

2011 ◽  
pp. 365-375
Author(s):  
Uday Kulkarni ◽  
Ronald Freeze
Keyword(s):  
Knowledge Management ◽  
Intangible Assets ◽  
Business Professionals ◽  
Knowledge Assets ◽  
Knowledge Based ◽  
Knowledge Based Economy ◽  
Knowledge Management Capabilities ◽  
Management Capabilities

As business professionals know, creating awareness of a problem and its impact is a critical first step toward the resolution of the problem. That which does not get measured, does not get managed (Redman, 1998). In fact, measurement is a precursor to improvement. This is true for knowledge management (KM) capabilities of an organization. “In today’s knowledge-based economy,” Alan Greenspan recently said, “70% of organizational assets are knowledge assets.” Knowledge assets are intangible capabilities, and there is a recognized need to “make a greater effort to quantify the value of such intangible assets” (Teece, 1998b). How does one measure the worth of an organization’s knowledge assets? What does one mean by knowledge assets anyway?

Experiential Perspective on Knowledge Management

2011 ◽  
pp. 3205-3213
Author(s):  
V. P. Kochikar ◽  
J. K. Suresh
Keyword(s):  
Knowledge Management ◽  
Intangible Assets ◽  
Organizational Processes ◽  
Physical Assets ◽  
Management Thinking

The last few decades have seen a growing proportion of organizational wealth being represented by intangible assets, i.e., assets with value that cannot be measured in terms of any physical attribute. Management thinking, conditioned over centuries to extract the greatest value out of physical assets, has had to bring within its ambit the leveraging of these intangible assets in building the capabilities required to deliver superior products and solutions. The discipline of knowledge management (KM) was born and came to encompass the gamut of organizational processes, responsibilities, and systems directed toward the assimilation, dissemination, harvest, and reuse of knowledge. In simpler terms, KM is the answer to the question, “How can the organization update and use its knowledge more effectively?” (Kochikar, 2000).

The Fraunhofer Knowledge Management Audit (FKM-Audit)

2003 ◽  
pp. 45-65 ◽  
Author(s):  
Kai Mertins ◽  
Peter Heisig ◽  
Ina Finke ◽  
Christina Ulbrich
Keyword(s):  
Knowledge Management ◽  
Management Audit
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