This survey of senior managers at 25 international organizations tackles the key question: “Where does knowledge management add value?” The findings indicate that only a very limited number of organizations have a mechanism to track the return on investment in knowledge‐based competencies or related intangible assets. The majority were not able to determine the business value of their investment in this area. Most respondents agreed though that they had lost business opportunities as a result of poor knowledge practice. The results of this survey have led to the requirements of a conceptual model for the assessment of the return on investment in core knowledge‐based competencies.
Wen Chong, C., Holden, T., Wilhelmij, P. and Schmidt, R. (2000), "Where does knowledge management add value?", Journal of Intellectual Capital, Vol. 1 No. 4, pp. 366-380. https://doi.org/10.1108/14691930010359261Download as .RIS
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