`This body of knowlege should be of interest to human resource management specialists. ...[and] to those who are interested in developing their knowledge and understanding of corporate learning and what a learning organisations is. Indeed, [it]... will appeal ...to academics as it offers a useful introduction ....and offers some pointers for devising human resource management strategies' - Peter Trim, University of London, British Academy of Management News `Drs Richard C Huseman and Jon P Goodman set forth a strategic model for conceptualizing and leveraging knowledge that is invaluable for executives who want to capture, share, and leverage the power of knowledge assets.' - Thomas Sattelberger, Corpora
Chapter 8: Intellectual Capital Accounting
Intellectual Capital Accounting
When a man's knowledge is not in order, the more of it he has the greater his confusion.
Just as there are hard assets of varying worth and durability, knowledge has differing levels of value to the organization. A knowledge organization, according to New York University business professor William Starbuck, must possess knowledge that is out of the ordinary. He says, “Exceptional expertise must make an important contribution. One should not label a firm as knowledge-intensive unless exceptional and valuable expertise dominates commonplace knowledge.”1 The ability to recognize, measure, and allocate valuable knowledge within a company differentiates a knowledge organization from a corporation that is simply laden with intellectual capital (IC). Knowledge has three levels of value.
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- Public knowledge is ...