Strategic approaches to knowledge and related intangibles
Years of research on the strategic role of intangible assets, including data, knowledge and intelligence, have suggested that long-term investment in intangible development is a situational decision. Not all big data, knowledge management, or competitive intelligence initiatives are equally fruitful. Some may even be counterproductive, not justifying their cost or leaving a firm vulnerable to competitor efforts to obtain the same intangibles. A strategic approach becomes a balance between intangible development and intangible protection. But an even more interesting result is that intangibles are not even equally valued by differing parties in similar circumstances. A high level of interest in big data or knowledge by one firm does not mean competitors are similarly interested in exactly the same assets. And vice versa. How can we explain such counterintuitive results? We believe the answer is in more micro aspects of the intangibles themselves and the industry conditions. We know quite a bit about the characteristics of intangibles, especially knowledge, as well as about their conditions of application. A closer look at metrics from a variety of industries and the intangible circumstances behind them will allow us to provide more insight into how and why specific firms should pursue big data, knowledge management, and competitive intelligence initiatives. Specifically examining the cases of pharmaceuticals, financial services, and hospitality management, we review data on knowledge, intelligence, and data, providing insights as to how and why each is valued in specific circumstances.
Proceedings of the European Conference on Knowledge Management, ECKM
Erickson, Scott and Rothberg, Helen, "Strategic approaches to knowledge and related intangibles" (2015). Faculty Articles Indexed in Scopus. 1032.