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February 2012

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Category: Valuing Knowledge [Valuing Knowledge] (14)

	Issues for an Ontology for Knowledge Valuation http://eprints.aktors.org/43/01/ohara-ijcai.pdf	Referrals: 231
	AN introduction to some of the udnerlying issues related to knowledge valuation

	Operations Research Society - Knowledge Management Payoff http://www.orsoc.org.uk/about/topic/projects/kmwebfiles/article5.htm	Referrals: 169
	Why it is important to value knowledge management initiatives.

	The Market Valuation of Knowledge Assets http://www.cfa.au.dk/Publikationer/Working_papers/WP2006_2.pdf	Referrals: 161
	R&D in Denmark

	Ontologies, Multi-Perspective Modelling and Knowledge Auditing http://www.inf.ed.ac.uk/publications/online/0053.pdf	Referrals: 165
	Valuing knowledge is a difficult task, because measuring knowledge is a difficult task, and determining the contribution of knowledge to an activity is also difficult. Some people have taken an approach of valuing products and partial products, calculating the knowledge required to produce each product as a function of the training time and/or salaries required by practitioners, and then generating statistics such as “return on knowledge” (see e.g. [4]). Others (e.g. England’s North Western AI Applications Group) have focused on knowledge items instead [5], but concentrated less on the content of knowledge items than on the relationships with other knowledge items – e.g. “you need to know A before you can understand B”. Such a “knowledge map” could be used in conjunction with acquisition times for each knowledge item to determine approximate total acquisition times for certain knowledge items, and thus to calculate an “opportunity cost” for them.

	Valuation of Knowledge: A Business Performance-Oriented Methodology http://csdl2.computer.org/comp/proceedings/hicss/2002/1435/07/14350198b.pdf	Referrals: 247
	Knowledge, one of the most important economic assets today is a major source of economic growth and corporate success. This article outlines research

	Queens School of Business: What is a Knowledge-Based Enterprise (KBE)? Knowledge is considered one of the most important	Referrals: 160
	Exploration into the concept of a knowledge based enterprise.

	Consideration of Knowledge Management http://www.tlainc.com/articl12.htm	Referrals: 225
	Contends that individual and organizational knowledge is difficult to value and therefore difficult to manage. Looks at the management of knowledge from the perspective of the individual, the network and the organization using Stafford Beer's Viable System Model, a powerful descriptive and diagnostic tool to map management capacities and promote viability.

	Value, Valuation, and Valorisation http://www.weightlesswealth.com/Publications%20and%20downloads_files%5CAndriessen%20Value,%20Valuation%20and%20Valorisation.PDF	Referrals: 159
	Dr. D.G. Andriessen investigates the concepts of measurement, valuation, and metrics from a cost, income, and market approach.

	KM at Microsoft http://www.destinationkm.com/articles/default.asp?ArticleID=1047	Referrals: 187
	Microsoft is a "second generation" KM practitioner. Though it was not one of the earliest companies to adopt KM or build KM products, it is now a leading user and performer in KM, according to Thomas Davenport in the foreword to this practical case study of KM in action at Microsoft.

	Financial valuation and business valuation emerge http://www.findarticles.com/p/articles/mi_m6280/is_3_202/ai_n16740737	Referrals: 214
	Business valuation is a relatively new discipline. Financial valuation--the process of determining the value of a financial asset or liability--belonged first to those on Wall Street who focused on trading securities; the concept of business valuation, or valuing private companies, arrived on Main Street about 25 years ago by entering the world of CPAs and those trained in finance. As the base of knowledge expanded, business valuation emerged as a consulting specialty

	Securing knowledge assets: how safe is your knowledge? http://www.findarticles.com/p/articles/mi_m0NTN/is_58/ai_n6146336	Referrals: 604
	MOST organizations are naive in their attempts to secure their most valuable resource: knowledge. It is an accepted fact that knowledge resources (assets and processes) are the most salient competitive weapons an organization possesses. Lose this knowledge (or misuse it) and you will find yourself out of business.

	Human Capital Accounting http://goliath.ecnext.com/coms2/summary_0199-509519_ITM&referid=2090	Referrals: 269
	The growing dissatisfaction with how R&D investments are accounted for in financial statements has led to a vigorous debate on the measurement and reporting of a wide range of intangibles--often called "intellectual capital"--including brands, company-specific knowledge and processes, and human capital practices (1). As a result, numerous disciplines have been drawn into the discussion, including finance, human resources, knowledge management, R&D, and general management.

	Market Valuation of Firms’ Technological Knowledge http://elsa.berkeley.edu/~bhhall/oriani_sobrero.pdf	Referrals: 225
	The strategic management literature has increasingly adopted a knowledge-based perspective in order to explain the sources of the firm’s competitive advantage (Grant, 1996a, 1996b; Teece, 1998; Zack, 1999). Accordingly, the level and the quality of technological knowledge inside the corporation have been related to its ability to achieve product and process innovations and then to its future economic performance (McGrath et al., 1996). In spite of such growing attention to the role of intangible assets, however we are still lacking adequate schemes for knowledge measurement and valuation. This shortcoming affects several important funding decisions such as, for example, the internal resource allocation to corporate innovative activities and the destination of financial flows by capital markets to the firm’s R&D investments.

	The Activistic Basis of Knowledge http://www.mises.org/books/ufofes/ch2~3.aspx	Referrals: 534
	The Ludwig von Mises Institute introduces why measurement is important in its ability to determine the concepts of more and less.

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