Access the full text.
Sign up today, get DeepDyve free for 14 days.
Henry Mintzberg, Bruce Ahlstrand, J. Lampel (1998)
Strategy safari : a guided tour through the wilds of strategic management
L. Nakamura
A trillion dollars a year in intangible investment and the new economy
P. Drucker (2002)
Managing in the Next Society
P. Romer
The soft revolution: achieving growth by managing intangibles
D. Tapscott, Anthony Williams (2006)
Wikinomics: How Mass Collaboration Changes Everything
Annabel Bismuth, Yoshiaki Tojo (2008)
Creating value from intellectual assetsJournal of Intellectual Capital, 9
Purpose – The future success of organizations increasingly depends on what they know rather than what they do. Knowledge is embedded in a number of distinct types of intangibles in an organization. Management of intangibles requires different tools and approaches than those commonly used to manage industrial‐era tangibles‐based businesses. The purpose of this article is to propose a simple framework for management of knowledge intangibles. Design/methodology/approach – The author examines and synthesizes a number of new and/or prominent theories of management (such as intellectual capital, business performance management, innovation and network analysis) through the lens of her 25 years of practical experience as a financier and strategy consultant helping companies create intangibles management capabilities. Findings – The result is a set of ten concepts that together provide a primer on the management of intangibles. Each concept is presented together with its tangible counterpart to help the reader envision its role in the organization. The concepts are: knowledge is the new oil; intangibles are the new raw material; intellectual capital is the new factory; i‐capex is the new capital expenditure; assessment is the new ROI; performance measurement is the new scorecard; innovation is the new strategy; orchestration is the new command and control; maps are the new organization chart; and reputation is the new bottom line. Practical implications – The article includes exercises to enable the reader to apply each of the ten concepts in his or her own organization. Originality/value – The article helps executives increase their understanding of diverse trends by filtering them through the lens of intangibles management. Understanding of these concepts is increased through comparison with the common building blocks of tangibles management. The article introduces two original concepts: intellectual capital seen as the “new factory” and spending on intangibles seen as “intellectual capital expenditures.”
Business Strategy Series – Emerald Publishing
Published: Jul 4, 2008
Keywords: Intellectual capital; Intangible assets; Business performance; Social networks; Brands
Read and print from thousands of top scholarly journals.
Already have an account? Log in
Bookmark this article. You can see your Bookmarks on your DeepDyve Library.
To save an article, log in first, or sign up for a DeepDyve account if you don’t already have one.
Copy and paste the desired citation format or use the link below to download a file formatted for EndNote
Access the full text.
Sign up today, get DeepDyve free for 14 days.
All DeepDyve websites use cookies to improve your online experience. They were placed on your computer when you launched this website. You can change your cookie settings through your browser.