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This study aims to examine whether accounting knowledge is associated with a decision maker's tendency to ignore value added information in wealth measurement and distribution decisions.

A between‐subjects laboratory experiment was employed. Subjects prepared accounting reports that measured and distributed an entity's wealth based upon given accounting data. Accounting knowledge was measured as: a discrete variable by classifying subjects into high‐, low‐ and no‐accounting knowledge groups, and a continuous variable by classifying subjects on the number of accounting courses completed.

Findings provide empirical evidence that high levels of accounting knowledge interferes with a decision maker's ability to incorporate value added information (versus accounting profit) in wealth measurement and distribution decisions.

This experiment used subjects from the USA where the production and disclosure of a value added report is not mandated. The results should be tested in a country where the statement of value added is routinely produced, disclosed and audited.

This study shows the dysfunctional effect of accounting knowledge which appears to hinder performance in wealth measurement and distribution decisions.

This is the first attempt to explain why decision makers may ignore value added information in wealth measurement tasks and distribution decisions by focusing on the role of knowledge structures.

States that in the new developing economy of the millennium knowledge is an asset that should be valued, developed and managed, since it is a component of the intellectual capital of an organization. Reveals that knowledge is increasingly being regarded as a corporate asset in an age when data and information help sustain competitive advantage. Remarks that knowledge is, however, an intangible asset and so managing it creates a number of challenges in the area of human resource development, especially when workers are more concerned with their employability. Concludes that if a company values knowledge it must value its knowledge workers.

“Academic values” is one of the most popular terms used in the higher education literature. But how do we study academic values? Besides autonomy, freedom, and collegiality, the “values” in “academic values” often remains implicit, leaving a conceptual gap in the literature. Moreover, autonomy, freedom, and collegiality may reflect the shared normative expectations as part of the value system of a profession, rather than the value orientation at the individual level. To examine the latter, this chapter proposes a conceptual framework adapted from the studies of work values in applied psychology. As a heuristic device, the academic work value framework consists of six ideal-typical value orientations belonging to three dimensions: work autonomy, social orientation, and value of knowledge. The framework's relevance and usefulness are evaluated by revisiting relevant literature on academic orientations. The result shows a spectrum of value positions in academic work, from the “old school” values to the “entrepreneurial” ones to the hybrid orientations. Overall, this framework provides a potential approach to operationalize the concept of academic values for empirical research. At the same time, as a heuristic device, it is open for reflection, critique, and further development.

This study aims to determine the contributing factors to technical knowledge valuation at the related quadruple levels of commercialisation, including the idea, benchtop technical knowledge, prototype technical knowledge and commercialised technical knowledge, and then classify the factors by the valuation objectives.

The study method is descriptive-causal, and documentation tools of published scientific research articles in authentic local and international journals were used to extract the contributing factors to technical knowledge valuation. Moreover, the Likert spectrum-based questionnaire is used to determine the weight of each determined component. On the other hand, hierarchical analysis is used based on the extracted results from the distributed classification questionnaire among scholars to determine the allocable weight of each component.

The results indicate that at the idea step, the highest ranks among the contributing factors to technical knowledge valuation are for the indicators of innovation rate enhancement, novelty, creation of new products, profitability growth and dependence decline. In the benchtop technical knowledge step, the indicators of profitability growth, product quality enhancement, novelty, production risk drop, innovation rate enhancement, production costs drop, product price competitiveness and independence from rare machinery have the highest impact coefficients on valuation. Moreover, the prioritisation of factors in prototype technical knowledge shows that the indicators of productive risk decline, infrastructure, decrease in product delivery time, productivity growth and profitability growth are the most critical factors in technical knowledge valuation. Finally, profitability growth factors, production cost drop, productive risk drop, creating a new product, product price competitiveness and dependence decline determine the most valuable technical knowledge in the commercialisation phase.

The most salient innovation of the study involves the development levels of technical knowledge in the commercialisation cycle for determining the contributing factors to technical knowledge valuation and using multivariate decision-making methods to classify the so-called factors. The major limitation can be the context of the study because the paper was carried out by Iranian assessors and specialists using the experiences, opinions and approaches of opinion leaders based on the dominant social, cultural and accounting background of a developing country, not a developed one.

This paper is applicable because it elucidates the technical knowledge valuation factors for managers and owners of technological and knowledge-based companies to facilitate value determination and register the technical knowledge of innovative products in financial statements for the logical presentation of available intangible assets in the economic unit. Besides, in the high-tech area, collecting information from the contributing factors to technical knowledge valuation provides an opportunity to support intellectual property rights and facilitate transaction processes. Finally, in legal areas, in cases of breaching intellectual property rights relative to technical knowledge, the determination of technical knowledge value provides a solid basis for estimating the damage rate.

Debt is at a peak and consumers purport needing help with financial planning. To better understand the antecedents of financial planning behavior, the purpose of this paper is to examine the importance of cultural values in financial decision making within the context of Hispanic American consumers. A new conceptual model is proposed to integrate affect (cultural value) and cognition (financial knowledge) in financial planning.

To uncover respondents’ views on cultural values, financial knowledge, financial attitude, and financial planning behavior, an online survey hosted on a business school’s website was distributed to members of two Hispanic Chambers of Commerce. The survey consisted of five parts, and took each respondent an average of 15 minutes to complete. The final data set has 158 observations.

Results analyzed using structural equation modeling confirmed the hypotheses that financial knowledge, attitude, and perceived control simultaneously influence Hispanic consumers’ intentions to purchase financial planning products or services. More interestingly, these results confirm that multiple different routes coexist in the decision-making process, especially within the Hispanic financial planning context.

Key contributions of this paper include the conceptualization of cultural value as an antecedent to Hispanic financial behavior; detailing the different routes to financial decision making for US Hispanic consumers; and informing financial service managers on marketing strategies toward Hispanic consumers.

The purpose of this paper is to propose a new framework to assess the value of a knowledge worker (KWr) in his/her organization.

The proposed framework determines the value of each KWr based on his/her contribution to organizational value-added. The framework includes two steps: the contribution of each work process to the total organizational value-added is determined using Knowledge Value Added method; and the value of each KWr is obtained based on the contribution of his/her operational knowledge to the value-added of the processes.

This article elaborates on how KWrs’ contribution to organizational value-added can be used to assess them. A new framework is designed to serve this purpose. A case study was also carried out in a marketing department of a detergent manufacturing company to test the practical usability of the framework. The statistical analysis of the results confirms the validity of the framework.

The results of this research can be discussed in terms of two main issues. First, this study highlights the imperative role of KWrs in achieving success for organizations in today’s knowledge-based economy. This research urges managers of organizations to fully recognize and measure the importance and value of KWrs and recommends that the mechanisms of human resource management (such as compensation and rewarding systems, hiring process and training and development) can be modified with respect to this value measurement. Second, an applicable framework with specific and clearly defined steps is introduced in this paper, which can be used by organizations to determine the value of KWrs based on their contribution to organizational value-added. The proposed framework has two important characteristics which previous models and frameworks failed to deliver: this new framework contains detailed items and procedures that could be easily obtained and fully understood by practitioners and researchers; and the proposed framework provides the ability to compare all types of KWrs. The results obtained by implementation of this framework give insight into the appropriate managerial approaches to reach personal and organizational goals simultaneously.

Due to the differences between knowledge work (KW) and manual work, the management of KWrs requires its own methods and techniques. In this article, a brand new framework for KWrs’ value assessment is developed based on the characteristics of KW.

The purpose of the study is to examine the relationship between the value of created knowledge and financial performance. It also assesses how knowledge breadth moderates the aforementioned relationship.

Focusing on the US biotechnology industry, the study matches patents data from the National Bureau of Economic Research and the United States Patent and Trademark Office with firms’ data from COMPUSTAT. Generalized least squares estimation is used as an analytical technique, and random-effects models are used to evaluate effects of the independent variables based on both within- and between-organization variances.

The findings reveal that biotechnological firms that create knowledge of higher values are likely to have higher financial performance than those creating knowledge of less value. Moreover, knowledge breadth is shown to positively moderate the relationship between knowledge value and firm performance.

Some of the limitations include not controlling for more firm-related and environmental factors that might have influenced firm performance.

The study provides evidence that the quality of knowledge should be significantly considered when creating new knowledge. That is, managers should prioritize the creation of highly valuable knowledge, even if it occasionally results in creating fewer numbers of patents. The paper also suggests that creating valuable knowledge that is broad and flexible should be an important objective for managers as it provides more opportunities to generate future rents.

The study emphasizes how the value of created knowledge impacts the financial performance of firms. It also illustrates how knowledge breadth moderates that relationship. The paper contributes to a stream of research that links knowledge management abilities and firm performance.

The purpose of this paper is to address the subjectivity inherent in existing methods of human capital value measurement (HCVM) by proposing a 360‐degree peer review as a method of validating self‐reporting in HCVM surveys.

The case study is based on a survey of a section of the Royal Australian Navy. The sample was 118 respondents, who were mainly engineering and technical workers, and included both civilian and uniform.

The research may be summarised in three main findings. First, it confirms previous research demonstrating that correlations between self‐ and other‐ratings tend to be low. However, while previous research has found that self‐rating tends to be higher than other‐rating, it was found to be the opposite: other‐rating was higher than self‐rating. Second, personality is discounted as an influencing variable in self‐rating of knowledge. Third, there are patterns in the size of the discrepancy by knowledge dimension (i.e. employee capability, employee sustainability) that allow generalisation about the adjustment necessary to find an accurate self‐other rating of knowledge.

The findings are based on a single case study and are therefore an exercise in theory development rather than theory testing.

The 360‐degree peer review rating of knowledge has considerable application. First, use the outcomes in the way 360‐degree feedback has been traditionally used; i.e. identifying training needs assessment, job analysis, performance appraisal, or managerial and leadership development. Second, use it for performance appraisal – given the method's capacity to identify issues at a very finite level: e.g. are you building effective relationships with customers? Third, identify knowledge gaps, at a strategic level, for recruitment and development targets. Finally, in terms of financial decisions investors might be able to compare knowledge scores by organization.

Traditionally, researchers and practitioners have used other‐ratings as a tool for identifying training and development needs. In this paper, other‐ratings have been introduced as a method for validating self‐rating in the measurement of knowledge. The objective was to address one of the weaknesses in existing methods – subjectivity. The solution to this problem was to use three data points – self‐reporting, 360‐degree peer review, and personality ratings – to validate the measurement of individuals’ human capital. This triangulation method aims to introduce objectivity to survey methods, making it a value measurement rather than value assessment.

This paper aims to study the economic significance of using a blended business and knowledge strategy through the lens of conventional financial management before and after the implementation of KM initiatives in a knowledge‐intensive, high‐growth firm that had gone through business diversification through organic developments as well as mergers and acquisitions for over a decade.

The economic value added (EVA) method is proposed as a measure of the effective usage of capital funding in the firm before and after its KM program. The extent of the economic impact due to the contributions of various KM strategies was analyzed using standard financial management reporting. This enabled the derivation of follow‐on KM initiatives that were consistent with the target objectives.

The EVA method was found to be valid and credible in determining the net impact of various KM initiatives. This was in a form that was comprehensible to top management and KM decision‐makers.

Knowledge management as a strategic imperative has gained significance over the past decade for its ability to handle the complexity of information to further create, transfer and reuse intellectual capital. More importantly, KM is seen as the key business enabler across different enterprises for its ability to enhance competitiveness and shareholder value. The EVA method used in this paper has allowed the valuation of KM initiatives.

The emergence of KM as a blended business strategy has hence proved to be vital for the sustainability of the knowledge‐driven business model that looks beyond the physical and financial into intellectual and social capital.

The paper presents a longitudinal case study of a fairly large East Asian conglomerate.