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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.

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.

This paper aims to provide insight into how knowledge resources in R & D organizations can be effectively and separately measured for knowledge sharing and transfer. Knowledge is recognized as a durable strategic resource to obtain sustainable competitive advantage.

The paper proposes a theoretical framework integrating an analytic network process (ANP) with a balanced scorecard (BSC) to measure the performance of knowledge resources under value perspective. Four indicators and three knowledge value (KV) components including labor value, technology value and utilization value are discussed. The model construction, problem structuring and calculation procedure for measuring the performance of knowledge resources based on ANP and BSC are demonstrated.

Despite a number of models to assess the performance of knowledge resources being proposed, they highlighted a need for separately measuring under value perspective. With the aim of filling this gap, the main finding of the paper is to clarify relevant issues, providing a better framework for assessment of the performance of knowledge resources.

To handle the dynamic nature of knowledge, the research should take into account more advanced methods to measure the performance of knowledge resources. Both qualitative and quantitative methods should be utilized in future research.

The consequences of measuring the performance of knowledge resources under value perspective may help managers to organize and arrange the separate knowledge resources, improving the knowledge resources exchange between different institutions in R & D organizations.

The main contribution of this paper lies in the development of a comprehensive model, which incorporates diversified issues for conducting the performance of knowledge resources under value perspective.

From the frame of reference reflecting on values as knowledge, this paper aims to explore future organizational values that resonate with characteristics of a increasing change, rising uncertainty, growing complexity and ubiquitous anxiety (CUCA) environment and a new generation of knowledge workers.

The paper shifts the frame of reference to reflect on values as knowledge, and from that viewpoint explores future organizational values that resonate with characteristics of a CUCA environment and a new generation of knowledge workers. It lays the groundwork by first clearly defining knowledge and aspects of knowledge, and values. It then takes a closer look at the relationship between knowledge and values, values in organizations, and aligning values.

Exploring values as knowledge offers the opportunity for a deeper understanding of the relationships among values. The eight proposed values (integrity, empathy, transparency, participation, collaboration, contribution, learning, and creativity) are somewhat interdependent, consistent with working in a CUCA environment, and appear to resonate with the Net Generation.

The paper provides a new frame of reference for understanding values. It proposes eight values in resonance with a new generation of knowledge workers.

Respecting the growing importance of interdependence of knowledge, values and social responsibility, the purpose of this paper is to introduce the concept of knowledge-cum-values management and to show how some soft systems approaches can support interdependence of knowledge and human values resulting in socially responsible innovative behavior, hence in success.

The selected soft systems approaches are used to double-check the usefulness of the requisitely holistic approach to knowledge-cum-values management and innovation. The applied methodology for qualitative analysis is the Dialectical Systems Theory.

One-sidedness, unlike the requisite holism, causes oversights and hence disables innovations as a new users’ benefit. Requisitely holistic knowledge-cum-values management prevents one-sidedness and therefore many oversights; hence it is a valuable driver of innovation. It is supported by social responsibility (exposing the systemic behavior by suggesting interdependence and holistic approach to one’s responsibility for one’s influences on society). By including values and by enabling consideration of interdependence of human values and knowledge, some soft systems approaches support innovative behavior with social responsibility.

Research is limited to theoretical findings resulting from authors’ previous empirical studies. The novel concept “knowledge-cum-values” erases the human dangerous one-sidedness resulting from the irrational rationalistic division of the two. Social responsibility supports informal use of some soft systems theories and diminishes this danger.

The practical application of the selected soft systems approaches and social responsibility offers great possibilities for managers to improve the holism of their innovation processes, driven by knowledge-cum-values management. Fewer oversights are possible and lead to fewer mistakes and more success in the invention-innovation-diffusion processes. No human is rational or emotional only, either as a creator or as a consumer, but this fact is disregarded in the management literature.

Social responsibility shall be considered as an important novel soft-system approach and part of organizational innovative behavior aimed to replace the one-sided approaches prevailing so far and causing crises: the overseen attributes do not cease, but they still impact life and are out of control.

The contribution introduces the new, still insufficiently researched concept of knowledge-cum-values management; it highlights new ways of attaining the requisitely holistic knowledge-cum-values management that enhances enterprise’s innovation capacity by requisite holism, supported by social responsibility.