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Measuring strategic value‐drivers for managing intellectual capital

Measuring strategic value‐drivers for managing intellectual capital In an evolving business environment characterised by globalisation and a challenging competitive paradigm, it is imperative for strategic management processes to focus on the financial perspectives of value and risk in intellectual capital to create sustainability in long‐term value. This paper presents the key issues pertaining to the strategic management of value and risk in intellectual capital and presents some hypotheses for a strategic management framework based on identified underlying value‐drivers, which in turn helps to focus and address the issue of risk management more adequately. The pervasive value‐drivers in three intellectual capital‐intensive sectors in Australia are identified from an analysis of case studies, then specified and extrapolated to provide implications for the strategic management of value and risk in the knowledge‐based firms. The strategic management implications of these value‐drivers are discussed and explained. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png The Learning Organization Emerald Publishing

Measuring strategic value‐drivers for managing intellectual capital

The Learning Organization , Volume 11 (4/5): 10 – Aug 1, 2004

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Publisher
Emerald Publishing
Copyright
Copyright © 2004 Emerald Group Publishing Limited. All rights reserved.
ISSN
0969-6474
DOI
10.1108/09696470410538242
Publisher site
See Article on Publisher Site

Abstract

In an evolving business environment characterised by globalisation and a challenging competitive paradigm, it is imperative for strategic management processes to focus on the financial perspectives of value and risk in intellectual capital to create sustainability in long‐term value. This paper presents the key issues pertaining to the strategic management of value and risk in intellectual capital and presents some hypotheses for a strategic management framework based on identified underlying value‐drivers, which in turn helps to focus and address the issue of risk management more adequately. The pervasive value‐drivers in three intellectual capital‐intensive sectors in Australia are identified from an analysis of case studies, then specified and extrapolated to provide implications for the strategic management of value and risk in the knowledge‐based firms. The strategic management implications of these value‐drivers are discussed and explained.

Journal

The Learning OrganizationEmerald Publishing

Published: Aug 1, 2004

Keywords: Knowledge management; Intellectual capital; Assets valuation; Risk management; Australia

References