Knowledge and Intangibles Management



Study and learn Knowledge and Intangibles Management. Methods, models and theories (A-Z)


Knowledge and Intangibles Management

3 A's of Metrics

4 Stages of Competence

4 Types of Knowledge

5 Cogs of Innovation Appelo

5 Disciplines Senge

Abductive Reasoning Pierce

Abilene Paradox Harvey

Acquisition Integration Approaches Haspeslagh Jemison

Action Learning Revans

Action Research Lewin

After Action Review

Amortization

Anchoring Bias Tversky Kahneman

Ashridge Mission Model Campbell

Asset Stripping

Audit Trail

Balance Theory Heider

Balanced Scorecard Kaplan Norton

Bandwagon Effect Bias

Bass Diffusion Model Bass

Big Data Analytics

Bisociation Koestler

Black Swan Theory Taleb

Bounded Rationality Simon

Brand Asset Valuator

Brand Identity Prism Kapferer

Brand Management

Brand Personality Aaker

Branding

Bricolage Entrepreneurship / Innovation

Bridging Epistemologies Cook Brown

Bureaucracy

Business Analytics

Business Education

Business Intelligence

Business Schools

Capability Maturity Model CMM

Capacity Utilization

Case Method

Causal Ambiguity

Centralization and Decentralization

Chaordic Leadership Hock

Chaordic Organization Hock

Chaos Theory Lorenz

Chief Executive Officer

Chief Financial Officer

Chief Information Officer

Chief Technology Officer

Chinese Wall

CMM Model

Cognitive Bias

Cognitive Dissonance Festinger

CommonKADS ESPRIT

Communities of Practice


Competitive Intelligence

Concept Mapping

Cone of Experience Dale

Confirmation Bias

Congruity Theory Osgood Tannebaum

Consultancy Skills, Management

Contingency Theory Vroom

Continuous Learning, Importance

Core Competence Hamel Prahalad

Corporate Reputation Quotient Harris-Fombrun

Corporate Transparency

Cost Analysis

Cost-benefits analysis

Cost Drivers

Cost Dynamics

Covert Leadership Mintzberg

Credit Risk Management

Cross-Functional Team

Customer Satisfaction Model Kano

Data Visualization

Design Thinking

Diamond Model Porter

Digital Learning

Digital Strategy for Large Firms

Dimensions of Change Pettigrew Whipp

Discussion Leadership

Distinctive Capabilities Kay

Diversity Management

Dynamic Capabilities Teece

Effective Learning

Earnings Per Share EPS

Economies of Scale

Employability

Employee Offboarding

Enterprise Architecture Zachman

Execution as Learning Edmondson

Expert, Becoming an

Facilitation Heron

False Consensus Bias

Feasibility Study

Four Stages of Competence

Franchising

Functional Team

Globalization

Growth Phases Greiner

Growth Mindset Dweck

Hawthorne Effect Mayo

Help from Someone, How to get

Hierarchy of Needs Maslow

Human Capital Index HCI

Human Resource Management Roles

Impact/Value framework Hammer

Incentives

Inclusive Value Measurement IVM

Information Architecture

Institutional Investors

Intangible Assets

Intangible Assets Monitor Sveiby

Integrative Thinking

Intervention Styles Heron

Intellectual Capital Rating

Job Shadowing

Johari Window Luft Ingham

KISS Principle

Knowledge Capturing

Knowledge Management Collison Parcell

Knowledge Management Conditions

Knowledge Management Implementation

Knowledge Management, Importance and Value


Knowledge Management Roadmap Tiwana

Lateral Thinking

Learning a Skill

Learning, Effective

Learning From Mistakes

Learning, Lifelong

Learning Organization Argyris Schön

Learning Preferences

Learning Styles

Levels of Competence

Lifelong Learning

Machine Learning

MAGIC

Management Concepts Top-10

Management Consultant Skills

Management Metaphors

Management Succession Planning

Managing from Home

Master of Business Administration

MBA

MBTI model Myers Briggs

Mergers and Acquisitions approaches

Mind Mapping

Myers-Briggs Type Indicator

Objective Analysis Tree

Offboarding of Employees

Online Corporate Reputation

OODA Loop Boyd

Organizational Absorption

Organizational Learning Argyris Schön

Organizational Memory Walsh Ungson

Paralysis by Analysis

Participative Management

People CMM CM-SEI

Performance Categories Baldrige

Performance Prism

Perishability

PEST Analysis

Plausibility Theory

Portfolio Agility

Portfolio Analysis

Positioning Trout

Pressure Group

PRIMO-F Model Morrison

Problem Analysis Tree

Problem Based Learning

Professional, A

Profit and Loss Statement

Project Planning Matrix

PRVit

Pyramid of Learning

Pyramid Principle Minto

RAROC Risk-Adjusted Return on Capital

Rätselvermehrung Heinsohn

Real Options Luehrman

Relational Capital

Remote Management

Remote Working

Resource-Based View Barney

Reusable Knowledge

Safety Management

Scientific Management Taylor

S-Curve

SECI model Nonaka Takeuchi

SERVQUAL Zeithaml

Shadowing, Job

Skandia Navigator Leif Edvinsson

Social Capital


Social Facilitation Triplett

Soft Systems Methodology Checkland

Special Purpose Vehicle

Spiral Dynamics Graves

Staff Management

Stages of Competence / Learning

Stakeholder Value Perspective

Storytelling

Strategic Alignment Venkatraman

Strategic Grid for IT

Strategic Risk Management Slywotzky

Strategic Synergy

Strategic Thrusts Wiseman

Strategy Analysis

Strategy Dynamics Warren

Strategy Map Kaplan Norton

Study Skills and Tips for Students

Sustainable Competitive Advantage

Synectics Gordon

Tacit Knowledge

Talent Management

TDC Matrix Internet

Teacher Professional Development

Team Management Profile Margerison McCann

Technological Forecasting

Tertiary Sector

Ten Schools of Thought Mintzberg

Theory E and Theory O Beer Nohria

Theory of Inventive Problem Solving Altshuller

Theory of Mechanistic and Organic Systems Burns


Add a method / model


Thinker's Keys Ryan

Time to Market

TIPS Altshuller

Total Cost of Ownership

Triple Bottom Line Elkington

TRIZ Altshuller

Twelve Principles of the Network Economy Kelly

Two Factor Theory Herzberg

Validated Learning

Value Based Management

Value-Based Teams

Value Creation Index

Value Mapping Jack

Value Profit Chain Heskett

ValueReporting Framework PWC

Vendor Rating

Virtual Business

VRIN Barney

Wisdom Management

Work From Home

Working Capital

more

 

Community of Interest

Knowledge and Intangibles Management Community of Interest.



Community of Interest (8053 members)

Forum

Forum about Knowledge and Intangibles Management.


 

Recognize/Reward People that are Sharing Knowledge
Knowledge is found everywhere in organizations. A successful organization has knowledge on how to use pertinent knowledge spread over different heads for the benefit of the organization.
One of s...
60
 
2 comments
Importance of Knowledge Management. Value for Organizations
Companies face a paradigm shift: from productive management to talent management.
Since the end of the 20th century to date, the main source of wealth creation has become knowledge. In organizati...
55
 
2 comments
Is Business Education Useful?
25,000 new business books are published annually along with millions of business articles. Thousands of business schools graduate over a million MBA students each year.
Still I wonder: is all thi...
27
 
22 comments
Definition of Knowledge Management (KM)
There is no exhaustive definition for knowledge management, as there is no crystal clear definition for the concept of knowledge. The mere use of information from various sources does not form the kno...
24
 
5 comments
Knowledge Management Still Remains a Victim of Technology
I believe current knowledge management concepts still remain a victim of technologies particularly data and document management technologies. The rich reservoir of knowledge that is now accessible ove...
23
 
22 comments
Business Schools and MBA - Value, PROs and CONs
Management researcher Yehuda Baruch has analyzed benefits and costs of MBA degrees. He classifies the impacts of an MBA in three categories: the individual level, company level and society as a whole...
22
 
14 comments
🔥 NEW Dale's Cone of Experience / Pyramid of Learning
Confucius (±550 BC, Chinese philosopher) taught mankind:

"I hear and I forget.
I see and I remember.
I do and I understand."

Perhaps this pearl of wisdom inspired Edgar D...
18
 
7 comments
DICK and DICKS concept by Anand
I found out about this easy to remember acronym: the DICK model by Sanjay Anand. It highlights 4 evolutionary steps in knowledge creation and sharing:
1. Data - Collection or compilation of disor...
17
 
10 comments
From Knowing to Finding and Using Information
I think we will soon see a big shift in learning from a focus on "knowing" information to a focus on "finding and using". This shift will mean that research methods and critical thinking will be most ...
12
 
10 comments
Education and Learning Without a Degree
The education system has converted knowledge to a set of degrees which are put in hierarchy. Quite often it is so strong that we tend to assume that degree is knowledge. But a degree at best can be a ...
11
 
7 comments
How to Make a Person Really Learn?
I think people often understand, and even comprehend the message of the lessons, but just a few really transform the lessons in deep learning and start putting them into practice.

Teaching ...
8
 
2 comments
Are Current Education Systems Stifling Initiative?
Has the standardisation and testing regime in schools, and the demise of the tutorial systems (small group intellectual questioning/challenging and rigour etc.) in universities produced team players w...
8
 
1 comments
Knowledge Sharing in Projects
Please give me your proofread and your comments about the following text:
In today's highly competitive global knowledge economy, all organizations need to manage projects effectively.
Evide...
8
 
2 comments
Sharing Environments in Knowledge Management
Knowledge management (KM) is a dynamic process. Information comes from various stakeholders but is often lost before something is done. If an organization offers a 'sharing environment', then some of ...
8
 
6 comments
Imagination and Knowledge
As very rightly pointed out by Einstein, "Imagination" is more important than knowledge. It's simply because knowledge has limits, while imagination is unlimited. Most inventions come through the imag...
7
 
3 comments
Does Education Lead to People Becoming more Selfish?
I have seen that nowadays people are more intellectual and concerned with education, acquiring more and more knowledge. But on the other side they are becoming more individual and selfish. It seems l...
6
 
3 comments
The Value of your Knowledge, Skills and Experiences
How much are my knowledge, skills and experiences worth?
This question was prompted today by a musician who requested and expected free marketing services for a concert. When he finally got an ap...
6
 

Best Practices

The best, top-rated topics about Knowledge and Intangibles Management. Here you will find the most valuable ideas and practical suggestions.


Knowledge Capturing Process and Methods
Who can share a more detailed documentation on the knowledge capture process and methods?...
55
 
5 comments

Conditions for Knowledge Management
Everyone speaks about knowledge management, what are the conditions that must be met? Why? Thank you....
24
 
22 comments

Implementation of Knowledge Management. Roadmap and Steps
Why Knowledge Management (KM) Matters Firms do not only compete to sell their product, but also to acquire the best resources/inputs. One of these resources is the acquisition of skilled labour.
...
24
 
1 comments

Communities of Practice
FORMAL COMMITTEES VERSUS COMMUNITIES OF PRACTICE
Formal committees and communities of practice are similar groups in an organization. They are both made of delegates who collaborate in a transver...
17
 
8 comments

Knowledge Management in the Public Sector
Retirees in our public sector ministries, departments and agencies are a typical example of "knowledge walking out of the door" due to the absence of any systematic way of capturing, storing and trans...
14
 
5 comments

Wisdom Management: Can Wisdom be Managed?
In the discussion of the DICK and DICKS concept by Anand, the conclusion was reached that the highest level of knowledge is Wisdom.
That then leads to a logical quest of what's next to Knowledge ...
12
 
20 comments




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