Making Knowledge Count

Knowledge Management Systems and the Human Element
  • Mark E. Van Buren
Part of the Operations Research/Computer Science Interfaces Series book series (ORCS, volume 17)


The management of intellectual capital has been hampered by the lack of sound methods for measuring stocks of intellectual capital, their value, and the impacts of investing in intellectual capital. In 1997 seven large U.S. corporations that had made significant investments in intellectual capital management initiatives began a collaborative cross-industry study with ASTD. Working together, these organizations created a widely applicable and accessible framework for measuring intellectual capital. The framework identifies key measures of the economic value that stocks of intellectual capital bring to organizations. ASTD included the core intellectual capital indicators in their 1999 Benchmarking Study. This study presents the results, which are the bases for measures of each of the core indicators. This study also presents case studies of three companies at varying stages in their introducing and using knowledge management systems—Polaroid, PricewaterhouseCoopers, and Unisys.


Knowledge Management Knowledge Sharing Intellectual Capital Intangible Asset Employee Satisfaction 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.


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Copyright information

© Springer Science+Business Media New York 2002

Authors and Affiliations

  • Mark E. Van Buren
    • 1
  1. 1.American Society for Training and Development (ASTD)USA

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