Measuring intangible resources Voorbeeldclausules

Measuring intangible resources. “What you can measure, you can manage and what you want to manage, you need to measure” (Xxxx et al., 1997). This is one of the problems Xxxxxxxxxx described in his book ‘Making Sense of Intellectual capital’. It is difficult to measure intellectual capital, because it is about putting figures on people, structures and relations. Xxxxxxxxxx (2004) also stipulated the phrase Xxxxxxx used in his book ‘The wealth of knowledge: intellectual capital and the twenty-first century organization’. Xxxxxxx Xxxxxxx wrote: “You cannot manage what you cannot measure.” This cliché is either false or meaningless. It is false because companies have always been managing people, which are essentially unmeasured. It is meaningless because eventually everything within an organization turns up in someone’s ledger of costs or revenues. The Austrian Competence Centre for Human Capital Research has conducted studies showing that management is acknowledging the fact that there is a relationship between management success and their employees, but not to the extent for real human capital management (Litschka et al., 2006). Because intellectual capital is so hard to measure, there are not much figures known about it. This makes it difficult for managers, as they cannot ground their decisions with substantial evidence. Almost all researches therefore agree that it would be better to have a more objective measurement method for intangible resources, but so far only a few good ones have been suggested (Xxxxxxxx et al., 2006).