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Publication date: 1 March 1999

Margareta Barchan

There is a major change occurring in how business performance is measured, and anyone responsible for managing operations at any level would be wise to take note. While the…

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Abstract

There is a major change occurring in how business performance is measured, and anyone responsible for managing operations at any level would be wise to take note. While the traditional performance measures—net income, finance receivables, revenue, and the like—will always be around, their value in the day‐to‐day improvement of operations is increasingly limited. Such financial measures are based on money and how money has been spent or earned over a period of time. Their values may help those at the top steer the organization, but they do little to help the individuals throughout the business adjust or prioritize their daily activities.

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Strategy & Leadership, vol. 27 no. 3
Type: Research Article
ISSN: 1087-8572

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Publication date: 1 May 1996

Rick Mullin

Once upon a time, there was a magician's closet. It was filled with all sorts of wonders. The problem was that nobody knew exactly what was in the closet, and anyone brave enough…

303

Abstract

Once upon a time, there was a magician's closet. It was filled with all sorts of wonders. The problem was that nobody knew exactly what was in the closet, and anyone brave enough to open the door risked having a cascade of bowling balls, snow shoes, Ouija boards, and Erlenmeyer flasks come down on his head. This closet, metaphorically speaking, was Dow Chemical's patent archive—a disorganized mess of intellectual capital. In recent years, Dow undertook the necessary task of putting the closet in order, and thus entered the nebulous world of knowledge management.

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Journal of Business Strategy, vol. 17 no. 5
Type: Research Article
ISSN: 0275-6668

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