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Managing and Measuring Knowledge Assets Dynamics for Business Value Creation in Organisations

Managing and Measuring Knowledge Assets Dynamics for Business Value Creation in Organisations

Giovanni Schiuma
Copyright: © 2011 |Pages: 17
ISBN13: 9781609600716|ISBN10: 1609600711|EISBN13: 9781609600730
DOI: 10.4018/978-1-60960-071-6.ch002
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MLA

Schiuma, Giovanni. "Managing and Measuring Knowledge Assets Dynamics for Business Value Creation in Organisations." Managing Knowledge Assets and Business Value Creation in Organizations: Measures and Dynamics, edited by Giovanni Schiuma, IGI Global, 2011, pp. 13-29. https://doi.org/10.4018/978-1-60960-071-6.ch002

APA

Schiuma, G. (2011). Managing and Measuring Knowledge Assets Dynamics for Business Value Creation in Organisations. In G. Schiuma (Ed.), Managing Knowledge Assets and Business Value Creation in Organizations: Measures and Dynamics (pp. 13-29). IGI Global. https://doi.org/10.4018/978-1-60960-071-6.ch002

Chicago

Schiuma, Giovanni. "Managing and Measuring Knowledge Assets Dynamics for Business Value Creation in Organisations." In Managing Knowledge Assets and Business Value Creation in Organizations: Measures and Dynamics, edited by Giovanni Schiuma, 13-29. Hershey, PA: IGI Global, 2011. https://doi.org/10.4018/978-1-60960-071-6.ch002

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Abstract

The ability of an organisation to govern knowledge assets dynamics lies at the core of an organisation’s value creation capacity. A key challenge both for researchers and for practitioners is to understand how to manage and measure knowledge assets dynamics. In this chapter three fundamental management processes affecting the knowledge-based strategies for business value creation are introduced. They provide the conceptual background to understand how to measure and manage knowledge assets within organisations. The three processes are ‘identification and measurement of knowledge assets’, ‘mapping knowledge assets’ and ‘managing knowledge assets flows’. The ability of an organisation to gain sustainable competitive advantages is related to the capacity of mastering these processes. Each process is analysed introducing the possible frameworks which can inspire both scholars investigating the microfoundations of organisational knowledge dynamics, and for practitioners looking for approaches for leveraging knowledge assets to drive the enhancement of organisational value creation.

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