Measuring Intangibles: Suggested Indicators with Cases
This paper is a consolidation of several papers on measuring intangibles, previously published on my website as separate html files. The consolidated paper includes cases previously not published and is aimed at knowledge managers and other managers with an interest in learning by measuring.
IC -A (Re)Turn to Practice
Our chapter contributes to the emergent stream of IC-as-Practice, proposing that the IC triad be
seen as a ‘lens’ to guide, select activities, and assess effects and consequences of managerial action
in its broadest sense.
Innovation and the self-reinforcing circle
An exploration of the dominant academic management discourse of innovation.
Authors: Beata Segercrantz Helsinki University, KE Sveiby Hanken School of Economics, Karin Berglund Stockholm university
Tango Conceptual Update
This paper is intended for those, who wish to understand more about the conceptual
foundations of the Celemi Tango™ simulation. It addresses some of the hard questions that
both new facilitators and customers may ask:
- Why do people and customers in Tango “behave” as they do?
- Does the simulation fit with reality?
- What is the empirical evidence for the way competitive advantage is simulated?
- Does it make business sense to treat people well?
Collective leadership with power symmetry: Lessons from Aboriginal prehistory
The inspiration for this article comes from a mystery: that of leadership in Australian forager bands. The first mystified person to go on record was the British captain of the marines, Watkin Tench, who, on February 1, 1789, came across a group of Aboriginal men walking on the beach.
Innovation and the Global Financial Crisis - Systemic Consequences of Incompetence
The financial innovation, securitization changed the context for all actors in the financial industry repeatedly to such a degree that even the highest regarded experts repeatedly made prediction
Methods for Measuring Intangible Assets
In this Paper I provide a brief overview of approaches that I have come across with references to more information.
Unintended and Undesirable Consequences of Innovation
KE Sveiby, Pernilla Gripenberg, Beata Segercrantz Andreas Eriksson Alexander Aminoff (2009)
Although innovation is one of the most commonly mentioned concepts in social science unintended undesirable consequences of innovation are rarely studied. Why?
Managing Knowhow – 20 years later
A new type of company arrived on the stock market in the 1980s. They had no real assets and produced nothing tangible. What happened then? Tom Lloyd and I reflect on the 20 years since our 1987 book Managing Knowhow.
The First Leadership? Shared Leadership in Indigenous Hunter-Gatherer Bands
Was the leadership practiced in hunter-gathrer bands the first human leadership model?