@MISC{Great_europeanmanagement, author = {Printed In Great}, title = {European Management Journal Vol. 17, No. 4, pp. 391--402, 1999 1999 Elsevier Science Ltd. All rights reserved Pergamon}, year = {} }
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Abstract
This article reviews four measurement systems currently popular among practitioners: (i) human resource accounting; (ii) economic value added; (iii) the balanced scorecard; and (iv) intellectual capital. The assumptions and details of each tool are discussed, as well as the operEuropean ationalisation procedures to apply them correctly. Strengths and shortcomings of each system are also analysed in order to supply `knowledge managers' with the instruction sheet to the knowledge toolbox. 1999 Elsevier Science Ltd. All rights reserved The task of leadership is to create the environment for managing knowledge. It requires less emphasis on what we own and more emphasis on what we know. It's not about managing hired hands, it's about setting context and energising hired minds. Our challenge is to manage the stage, so to speak, for the human spirit to thrive and create in the emerging knowledge society. (Mr Paul Allaire, Chairman and CEO, Xerox Corporation. Keynote Address, November 7, 1997. Conference on Knowledge in International Corporations. Rome, Italy.) At the beginning of the eighties, steel mills were considered a relic of the past, together with most of the `hard industries'. New technological discoveries and increased efficiency had made the job extremely capital intensive. At the same time, the demand for new materials and alloys was reducing the demand for steel. The two factors combined to make the people employed by the steel industry a dwindling group. Thus steel mills drudged on, most of the time showing losses in their year-end accounts. Then, something happened. Some of the big American steel companies, headed by Nucor and Chaparral Steel, converted their operations to a new production method, characterised by a smaller optimal batch size. The added f...