A. D.Neely

B. P.Stivers

B.Lev

C. D.Ittner

C.Adams

C.Leadbeater

D.Gray

G.Feltham

H. T.Johnson

I.Coleman

J. H.Lingle

J.Chatzkel

K. R.Andrews

L.Edvinsson

L.Fitzgerald

M. E.Porter

M. W.Meyer

M.Philips

P. F.Drucker

R. C.Camp

R. E.Freeman

R. G.Eccles

R. M.Grant

R. M.Kanter

R. S.Kaplan

R.Feurer

S. W.McDowell

S.Chatterjee

S.Mavrinac

S.Perrin

T. A.Stewart

Organisations are struggling to understand what benefits can be realised through the measurement of their knoweldge assets even though many performance managers understand the importance of establishing causality between knowledge assets and business performance. This chapter discusses whether companies are truly realising benefits against the cost of spending time in creating, collecting and analysing knowledge asset data and if so, do those same companies understand what specific measures afford the greatest insight into improving their organisational efficiency and effectiveness.</jats:p

Dina Gray

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Why Measure Knowledge Assets?

Why Measure Knowledge Assets?

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