Shaken, not stirred: Defining and connecting indicators for the measurement and valuation of intangibles

By K. Grasenick, J. Low. 2004

174 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/4647fa5d4123a0dc4ef1f748b8d3093d289c661f

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In Strategy and Management

Citations in the corpus

Intellectual capital disclosure and intangible value drivers: an empirical study (2007, background): “Such indicators are perceived as being idiosyncratic, meaning that they are unique for each enterprise ( Grasenick and Low, 2004 ).”
HRM practices for human and social capital development: effects on innovation capabilities (2016, background): “…capital by using selective staffing, retain qualified employees through high-compensation programs, or improve and update skills and employees’ knowledge by applying formal training programs (Bartel, 2004; Grasenick & Low, 2004;Youndt et al., 2004) in an interrelated form (Becker&Huselid, 1998).”
An intellectual capital perspective of human resource strategies and practices (2009, background): “Accordingly, HRM managers should not ignore structural capital when formulating and implementing HRM strategies and practices.”
The development of strategic management in the non‐profit context: Intellectual capital in social service non‐profit organizations (2008, background): “The pool of knowledge that remains in an organization at the end of the day after individuals within the organization have left represents the fundamental core of SC (Grasenick and Low 2004; Roos et al. 1997).”
The strategic importance of intellectual capital in the non‐profit sector (2007, background): “Relational capital (RC) characterises an organisation’s formal and informal relations with its external stakeholders and the perceptions that they hold about the organisation, as well as the exchange of knowledge between the organisation and its external stakeholders (Bontis, 1998; Fletcher et al., ”