Knowledge Assets

It is now widely recognized that the effective management of knowledge assets is a key requirement for securing competitive advantage in the emerging information economy. Yet the physical and institutional differences between tangible assets and knowledge assets remain poorly understood. In the case of knowledge, the ownership and control of assets are becoming ever more separate, a phenomenon that is actually exacerbated by the phenomenon of learning. If we are to meet the challenges of the information economy, then we need a new approach to property rights based on a deeper theoretical understanding of knowledge assets. Max Boisot writes clearly and in accessible language providing some of the key building blocks which are needed for a theory of knowledge assets. He develops a powerful conceptual framework, the Information-Space or I-Space, for exploring the way knowledge flows within and between organizations. This framework will enable managers and students to explore and understand how knowledge and information assets differ from physical assets, and how to deal with them at a strategic level within their organizations.

Managing Knowledge Assets and Business Value Creation in Organizations: Measures and Dynamics provides an advanced, state-of-the-art understanding of the links between the knowledge assets dynamics and the business value creation. This publication focuses on the theory, models, approaches, methodologies, tools and techniques for measuring and managing organizational knowledge assets dynamics supporting and driving business performance improvements. This comprehensive work is a substantial contribution to the field in terms of theory, methodology and applications to replicate, support and challenge existing studies and offer new applications of existing theory and approaches.

The intangible asset that resides in the mind of the employee-shared knowledge about work processes, roles, corporate culture, products, and services-is the lifeblood of any knowledge-based enterprise. Find out how to help workers capture and share this intellectual capital in UNLOCKING KNOWLEDGE ASSETS. You'll read about how your company can use the state-of-the-art technologies and services in Microsoft solutions for knowledge management to preserve and share intellectual assets from databases, Web sites, employees, and partners to save money and remain innovative, competitive, and agile during times of rapid change. In this practical, insightful book, you'll learn about: THE STRATEGY: How knowledge management can help you, placing a value on your knowledge assets, and working knowledge management into your corporate culture THE ROADMAP: A knowledge management implementation framework, creating and sustaining practicing knowledge management communities, building a knowledge management taxonomy, and capturing your knowledge assets THE TECHNOLOGY: Tools and services for building a knowledge management foundation, metrics and the knowledge repository, knowledge searching and services, and the future of knowledge management The book includes a Foreword by Thomas H. Davenport, Director of the Accenture Institute for Strategic Change and Professor of Information Management at Boston University

A new economy is emerging. An economy that is transforming the fundamental rules of business. An economy based on exploiting knowledge and innovation. An economy where knowledge is the main source of wealth for regions, nations, enter prises and people. This new economy is based on economic values far removed from those of the industrial economy. Value has shifted towards intangibles and in particular towards increasing value by incorporating knowledge into services and products. The advent of this new economy is rapidly changing the role and structure of global business. Winning enterprises are those best able to harness the benefits and opportunities of information and communication technology, capitalize on their knowledge base and move at the speed of the market. Knowledge management lies at the heart of the European Community's competi tiveness strategy. The European Commission facilitates and supports applied research in knowledge management through its Information Society Technologies (1ST) programme, a major theme of research and technological development within the European Union's Research and Technology Development Framework Programme. Specifically, the New Methods of Work and Electronic Commerce action of the 1ST programme supports long-term applied research in areas combin ing technological innovation with new work practices and advanced business and work models.

First book to combine financial results with proprietary benchmarking data and in-depth interviews with experienced knowledge practitioners. The resulting framework provides an inside- and outside-the-firm view of the risks and opportunities found in knowledge management and competitive intelligence.

With the rising importance of knowledge as a primary factor in global industries, it is increasingly necessary for knowledge management professionals to understand, engage with, and speak the language of investments and auditing. This exciting guide helps knowledge management professionals educate themselves on these topics.

. . . the editors have done a good job of bringing together a series of contributions which provide a useful and welcome expansion of the theoretical foundations of talent management through a knowledge management lens. David Collings, Personnel Review This book takes a fresh look at human talent in organizations, focusing on employees at all levels who represent key agents of knowledge management in acquiring, transferring, and applying important knowledge for competitive advantage. The overarching aim of the book is to identify, define, and explore the implementation of talent management strategies aimed at facilitating effective knowledge management in an organization. The contributors provide a valuable fusion of two important areas of emphasis for current research and practice in human resource management: talent management and knowledge management. They illustrate the immense significance of the latter to competitive advantage and organizational success in our rapidly changing global knowledge-based economy. The generation and acquisition of ideas and knowledge, their internal transfer and application throughout the organization, and the cross-border transfer of knowledge all through the effective management of human talent have become integral to contemporary management. The contributors examine planning and staffing, training/coaching, performance management, and organizational learning and development. Academics, human resource management practitioners and management consultants will find this volume valuable.