Index
Knowledge Assets and Knowledge Audits
ISBN: 978-1-78973-774-5, eISBN: 978-1-78973-771-4
Publication date: 25 October 2019
This content is currently only available as a PDF
Citation
Handa, P., Pagani, J. and Bedford, D. (2019), "Index", Knowledge Assets and Knowledge Audits (Working Methods for Knowledge Management), Emerald Publishing Limited, Leeds, pp. 267-279. https://doi.org/10.1108/978-1-78973-771-420191015
Publisher
:Emerald Publishing Limited
Copyright © 2019 Emerald Publishing Limited
INDEX
Abundance
, 92–93
Accessibility
, 158
human capital
, 162–164
managing knowledge assets for
, 159–162
relational capital
, 165
structural capital
, 164–165
Accountant profit
, 239
Accounting profession
, 63–64
Asset management
, 159
to knowledge audit
, 157–158
Asset(s) (see also Capital asset; Knowledge asset costs)
, 206
auditing knowledge
, 12
categories to knowledge audits
, 83
costs
, 226–227
useful business life
, 123
value in knowledge audits
, 201–202
Attitudes
, 49–50, 85, 113, 175
Audit documentation, ownership and retention of
, 32
Audit evidence
assessing competence of
, 29–30
collecting audit evidence from source
, 29
documenting
, 31–32
evaluating
, 31
identifying and collecting additional evidence
, 30
Audit methodology
, 17
conducting business process audit
, 27–32
designing audit strategy
, 18–27
Audit teams
, 183
assembling
, 28
Audit(s)
, 3–6, 180, 184, 213
business process
, 32, 157–158
clients and stakeholders
, 18–21, 41–43
purpose of audit–assurance
, 9
rigor and relevance
, 13
Audit–assurance
, 21–23, 43
Auditing business processes for knowledge
, 11
Auditing knowledge
assets
, 12
in business process
, 105–106
capital assets
, 196
management functions, capabilities, and projects
, 11–12
Auditing knowledge capabilities
, 35–37
conducting knowledge process audit
, 44
delivering knowledge audit of process
, 45
designing
, 40–44
preliminary requirements for
, 38–40
Availability
, 158
human capital
, 162–164
managing knowledge assets for
, 159–162
relational capital
, 165
structural capital
, 164–165
Balanced scorecard approach
, 208
Behaviors
, 49–50, 85, 113, 175
Benchmarking
, 149
Business
adage–culture eats strategy
, 177
culture
, 174–175
managers
, 227–228
value
, 203–204
Business life of knowledge assets
, 119–122
consequences of not considering sources and ownership in knowledge audit
, 128–129
human capital assets
, 126–127
knowledge capital
, 122–126, 128
relational capital assets
, 127–128
structural capital assets
, 127
three-dimensional framework
, 124
Business processes
, 44
audits
, 32, 157–158
efficiency
, 23
human capital in
, 143–144
knowledge in
, 137–140
management
, 136
relational capital in
, 145
structural capital in
, 144–145
Business transformation of knowledge capital
, 135–136
business transformation of capital assets
, 136
consequences of not considering business transformation in knowledge audit
, 154
examples from business
, 145–153
guiding questions for addressing
, 140–143
human capital in business process
, 143–144
knowledge assets for critical lines of business
, 153–154
knowledge in business process
, 137–140
relational capital in business process
, 145
structural capital in business process
, 144–145
Buying asset
, 222
“Buzz word”
, 203
Capital
, 4–5, 81
Capital asset
business transformation of
, 136
investment strategies
, 185–187
risks and risk management
, 170–172
Chilling effect of flow of knowledge
, 107
Client
, 8–9
consulting with
, 27
evidence
, 9–10, 24–26, 44
internal controls
, 10, 26–27, 44
performance points
, 44
Collaboration
, 38–39
Collaborative knowledge
, 97
Communications
, 39
Community building
, 38–39
Competencies
, 49–50, 84–85
Competitor benchmarking
, 149
Consumability
, 158
human capital
, 162–164
managing knowledge assets for
, 159–162
relational capital
, 165
structural capital
, 164–165
Cost
expectations
, 228–229
factors
, 221–223
of human capital assets
, 56
management
, 220–221
models
, 221–223
Cost control
function
, 225
and management
, 225
Culture
, 39, 177
business
, 174–175
organizational
, 62–63, 114, 146, 148, 152, 177, 193, 229
Curation
, 161
Data usage
, 147–149
Dead knowledge
, 63
Decision points
, 21
Decision-makers
, 25
Depreciation
, 122–123
Economic depletion
, 122–123
Economic profit
, 239
Effective relational capital investment strategy
, 194
Effective risk management
, 171
Exclusionary goods
, 94
Expense deduction
, 122
Explicit knowledge (see also Knowledge)
audits
, 66
or information
, 62
risks
, 175
Extensible knowledge
, 93
Financial audits
, 121
Financial capital
, 81
assets management
, 159
organizations identifying, managing, account for and audit
, 80
risks
, 170
Financial experts
, 195
Financial risk
, 170
Financial services business
, 5
Financial valuation
, 245
Foundational knowledge
, 138
Functional leadership level
, 150
Fundamental awareness
, 69
Generic useful life
, 123
Growth strategies
human capital investment and
, 192–193
relational capital investment and
, 194–195
structural capital investment and
, 193–194
Gut instinct
, 138
Hiring
, 151, 192
Human capital (see also Structural capital; Relational capital)
, 48–49, 82
availability, accessibility, and consumability
, 162–164
in business process
, 143–144
cost control points
, 228–229
definitions and characteristics
, 84–87
investment and growth strategies
, 192–193
risk management
, 173–175
sources and ownership of
, 112–113
Human capital assets (see also Relational capital assets; Structural capital assets)
, 52, 56
applying professional judgment
, 59
assembling audit team
, 57–58
assessing competence of evidence
, 58
audit clients and stakeholders
, 51–53
audit–assurance
, 53–54
auditing
, 49
business life of
, 126–127
collecting audit evidence from source
, 58
conducting knowledge asset audit
, 57–60
consulting with client and stakeholders
, 57
defining and verifying client’s internal controls
, 56
delivering knowledge asset audit
, 60–61
designing audit strategy for
, 51–56
documenting audit evidence
, 60
evidence needed from client
, 54–56
identifying and collecting additional evidence
, 58–59
ownership and retention of audit documentation
, 60
practical examples of types
, 85
visual model
, 50
Imperfect markets
, 95
Informal assessment
, 205
Information
, 171
landfills
, 100
management professions
, 63–64
Intangible Management
, 108
Intellectual capital
, 82
accounting approach
, 208
Interactive knowledge
, 98
Internal control points
, 26
Internal rate of return
, 205–206, 210
Interview process
, 193
Investment
, 185–186
goals
, 186–187
view
, 187
Investment strategies
, 187–188
capital asset
, 185–187
consequences of not considering investment in knowledge audit
, 196–197
guiding questions for assessing current
, 191–192
human capital investment and growth strategies
, 192–193
in knowledge audits
, 183–185
knowledge capital
, 187–191
knowledge investment portfolio development
, 195–196
relational capital investment and growth strategies
, 194–195
structural capital investment and growth strategies
, 193–194
Knowledge
, 93, 171, 223
architecture
, 39–40
assessment
, 40
in business process
, 137–140
capital asset
, 81–83
collaborative
, 97
dynamic and continuously changing asset
, 99–100
embedded
, 98–99
experience good
, 93
extensible
, 93
flows
, 89–90
functions and capabilities
, 7
interactive
, 98
investment portfolio development
, 195–196
knowledge-related risks
, 172–173
management
, 172, 196
managers
, 126, 227
open
, 96–97
operations
, 39
perishable and transitory
, 98
public good
, 94
risk management
, 172
sources
, 89–90
technologies
, 39
transparent
, 97–98
useful life
, 99
Knowledge asset costs (see also Asset(s); Cost(s))
consequences of not considering costs in knowledge audits
, 233–234
developing cost modeling and management strategy for knowledge capital
, 233
guiding questions for developing cost modeling and management strategy
, 230–233
in knowledge audit
, 219–221
knowledge capital
, 223–230
Knowledge asset management
, 40
for availability, accessibility, and consumability
, 159–162
consequences of not considering management in audit context
, 166–167
developing strategy to
, 166
guiding questions for addressing
, 162
human capital availability, accessibility, and consumability
, 162–164
in knowledge audit
, 157–158
of physical and financial capital assets
, 159
relational capital availability, accessibility, and consumability
, 165
structural capital availability, accessibility, and consumability
, 164–165
Knowledge assets (see also Human capital assets; Relational capital assets; Structural capital assets)
, 5, 22, 25, 145, 169–170, 201–202, 240
audits
, 106–107, 120, 158
for critical lines of business
, 153–154
designing audit for
, 48–49
framework for identifying, managing, and accounting for
, 100–102
high-level categorization of
, 82
in product development
, 146–147
Knowledge audits
, 135–136, 225
asset categories to
, 83
asset management to
, 157–158
asset value in
, 201–202
consequences of not considering business transformation in
, 154
consequences of not considering costs in
, 233–234
consequences of not considering investment in
, 196–197
consequences of not considering revenue in
, 245–246
consequences of not considering risk in
, 179–180
consequences of not considering sources and ownership in
, 128–129
consequences of not considering value in
, 213
framework for
, 7–10
investment strategies to
, 183–185
knowledge assets costs in
, 219–221
organizations conducting
, 6–7
revenue and profit generation in
, 238
risk to
, 169–170
source and ownership importance to
, 105–107
stages in business process
, 22
types
, 10–11
Knowledge capability
audits
, 106, 120, 158
investments
, 184
risk strategies
, 173
Knowledge capital
, 48, 82, 173, 183–184, 196–197
asset value
, 210
business life of
, 122–126, 128
business managers
, 227–228
cost models and cost factors
, 223–224
developing cost modeling and management strategy for
, 233
estimating value of
, 207–208
human capital cost control points
, 228–229
investment strategies
, 187–191
management
, 38
managing and controlling costs of knowledge assets
, 226
managing costs
, 225–227
profit models
, 242–243, 245
properties and behaviors
, 91–100
relational capital cost control points
, 229–230
revenue models
, 240–242, 245
source and ownership challenges for
, 116
structural capital cost control points
, 229
twenty-five questions for developing
, 86
types
, 84
Labor costs
, 223
Leadership
, 38
Life cycle costs
, 223
Life cycle model
, 122–123
Liquidity of investment
, 190
Long-term capital
, 81
Manufacturing business
, 5
Marketing profession
, 63–64
Mismanaged assets
, 158
Monetary value
, 202–203
Net present value
, 205
Networks
, 89–90
capital
, 70
connections
, 177
relationships
, 127, 165
Non-competitive markets
, 95
Non-disclosure agreements
, 114
Non-exclusionary goods
, 94
Non-human or hybrid networks
, 71, 89
Offshoring
, 176–177
Open knowledge
, 96–97
Opportunity costs
, 95–96
Organization(al)
, 109, 112, 114
capital
, 63
culture
, 62–63, 114, 146, 148, 152, 177, 193, 229
“hidden” value
, 82
learning
, 40
OSHA sources
, 144
Outsourcing
, 176–177
Overhead costs
, 221
Ownership
, 55
challenges for knowledge capital
, 116
consequences of not considering sources and ownership in knowledge audit
, 116–117
fundamentals
, 107–110
of human capital
, 112–113
importance to knowledge audits
, 105–107
key questions for addressing issues
, 110–111
of relational capital
, 115–116
of structural capital
, 113–115
total cost of ownership reference model
, 222
Performance
effectiveness
, 23
efficiency
, 43
points
, 21
Permanent audit file creation
, 56, 68
Physical assets
, 80–81, 122
Physical audits
, 121
Physical capital
, 81
assets management
, 159
organizations identifying, managing, account for and audit
, 80–81
Preservation
, 161
Procedural capital
, 63–64
Procedural know-how
, 124
Procedural knowledge
, 62, 137
audits
, 66
risks
, 176
Process stakeholders
, 28
Product development, knowledge assets in
, 146–147
Production function investment
, 186
Productive life of knowledge capital
, 121
Professional judgment and advice
, 31
Profit
, 239–240
developing for knowledge capital
, 245
guiding questions for developing knowledge capital profit models
, 243–244
in knowledge audits
, 238
knowledge capital profit models
, 242–243, 245
Project management (PM)
, 146
Public good knowledge
, 94
Purchase costs
, 222
Relational and network capital
, 70
Relational capital (see also Human capital; Structural capital)
, 48, 206
availability, accessibility, and consumability
, 165
in business process
, 145
definitions and characteristics
, 89–91
investment and growth strategies
, 194–195
practical examples of relational capital assets
, 90
risks management
, 177
sources and ownership of
, 115–116
Relational capital assets (see also Human capital assets; Structural capital assets)
auditing
, 70
business life of
, 127–128
designing relational capital audit strategy
, 72–73
knowledge, relationships, and flows
, 71
Relational capital costs
, 224
control points
, 229–230
Relevance
, 13, 29–30, 58
Reliability
, 29–30, 58
Reputation
, 71–72
Reputational capital
, 70–71, 89
Reputational knowledge
, 127
Required rate of return
, 206–207
Retention
, 161
Revenue
, 106, 238–239
consequences of not considering revenue in knowledge audit
, 245–246
developing for knowledge capital
, 245
guiding questions for developing knowledge capital revenue models
, 243–244
in knowledge audits
, 238
knowledge capital revenue models
, 240–242, 245
Rigor
, 13
Risk
, 172, 177
Risk management of knowledge assets
capital asset risks and
, 170–172
consequences of not considering risk in knowledge audit
, 179–180
developing strategy for
, 179
guiding questions for addressing risks
, 178–179
human capital risk management
, 173–175
knowledge-related risks
, 172–173
relational capital risks management
, 177
risk in knowledge audit
, 169–170
structural capital risk management
, 175–177
Scarcity
, 92–93
Shelf life
, 121
Short-term physical capital
, 81
Skills
, 49–50, 84–85
Social relationships
, 89–90
Soft skills
, 152
Software engineering business
, 5
Source
, 55
challenges for knowledge capital
, 116
consequences of not considering sources and ownership in knowledge audit
, 116–117
fundamentals
, 107–110
of human capital
, 112–113
importance to knowledge audits
, 105–107
key questions for addressing issues
, 110–111
of relational capital
, 115–116
of structural capital
, 113–115
Stakeholders
, 8–9
audit clients and
, 18–21, 41–43
consulting with
, 27
Standard financial audit methodology
, 7
Strategic knowledge
, 138
Strategy, leadership and
, 38
Structural audits
, 65
Structural capital (see also Human capital; Relational capital)
, 48, 109
availability, accessibility, and consumability
, 164–165
in business process
, 144–145
definitions and characteristics
, 87–88
investment and growth strategies
, 193–194
practical examples of structural capital assets
, 88
risk management
, 175–177
sources and ownership of
, 113–115
Structural capital assets (see also Human capital assets; Relational capital assets)
audit clients and stakeholders
, 65–67
audit–assurance
, 67
auditing
, 61
business life of
, 127
conducting structural knowledge asset audit
, 69
defining and verifying client’s internal controls
, 68–69
delivering strategic knowledge capital audit
, 70
designing structural capital audit
, 64–69
evidence needed from client
, 67–68
visual model
, 62
Structural capital costs
, 224
control points
, 229
Sufficiency
, 29–30, 58
Sunk costs
, 221
Tacit knowledge
, 49–50, 64, 84
Technical documentation
, 161
Time
, 94–95
as value approach
, 208
value as money
, 205
Transparent knowledge
, 97–98
Trust
, 90
Uncertainty
, 172
Unintended consequence
, 150
Utilization costs
, 222
Valuation
, 211
Value
, 106, 202–207
assessment
, 211
asset value in knowledge audits
, 201–202
consequences of not considering value in knowledge audit
, 213
developing strategy for valuing knowledge assets
, 210–213
estimating value of knowledge capital
, 207–208
estimating value of knowledge capital assets
, 210
estimation
, 207
guiding questions for determining value of knowledge assets and capabilities
, 208–209
propositions
, 207
reference model for investments and expected value
, 204
Whole-life costing
, 223
- Prelims
- Section 1: Auditing Knowledge
- 1: Audits – What to Audit and Why
- 2: Auditing the Use of Knowledge in Business Processes
- 3: Audit Methodology for Knowledge Management Capabilities
- 4: Audit Methodology for Knowledge Assets
- Section 2: Defining and Identifying Your Knowledge Assets
- 5: Identifying and Categorizing Organization’s Knowledge Assets
- 6: Identifying Sources and Ownership of Knowledge Assets
- 7: Define the Useful Business Life of Knowledge Assets
- Section 3: Managing Knowledge Assets
- 8: Business Transformation of Knowledge Capital
- 9: Current Management of Knowledge Assets
- 10: Managing Risks of Knowledge Assets
- 11: Investment Strategies for Knowledge Assets
- Section 4: Accounting for Knowledge Assets
- 12: Assigning Value to Knowledge Assets
- 13: Defining the Costs of Knowledge Assets
- 14: Defining the Revenue and Profit Generated by Knowledge Assets
- Appendix
- Index