Purpose -The purpose of this paper is to propose the use of the tacit knowledge index (TKI) to assess the level of tacit knowledge within firms and its effect on firm performance.Design/methodology/approach -A sample of 108 US and Canadian firms that are using knowledge management was surveyed to determine each firm's TKI. This measure includes both the degree of usage and the tacitness of the knowledge management method. Regression and correlation were used to statistically analyze the innovation and financial outcomes.Findings -Significant relationships were found between a firm's level of TKI and the firm's innovation performance. Less clear is the relationship between a higher TKI and financial measures. Research limitations/implications -This research gives managers a way to structure their use of knowledge management methodology and use of resources in a way that may maximize performance, either as stand alone systems or as part of the Balanced Scorecard.Practical implications -The use of this research could greatly reduce the uncomfortable gut feeling that many managers have in funding so-called soft tacit-based knowledge management systems rather than invest in easier to assess hardware systems.Originality/value -This pioneering research develops tacit knowledge as a measurable quantity and links this metric to firm performance.

Purpose This paper aims to build on current analytics and Big Data definitions and strategies from the literature to develop an overall strategic model connecting knowledge management strategy (KMS) for intellectual capital (IC) acquisition and business use. It also extends the IC research stages to a fifth stage of IC research including IC strategic intent. Design/methodology/approach A literature review highlights the connections among strategic intent, firm strategy, KMS and a data analytics strategy aligned with firm and KMS strategic intent. An extended model of the interrelationships is developed from the prior research. Findings A model framework was developed from the literature that connects Big Data to achieve the goals of a firm KMS and demonstrates how Big Data analytics (BDA) needs to shift from being a tactical tool to a strategic knowledge management tool directed by the overall strategy and strategic intent of the firm. Research limitations/implications The model presented needs to be empirically tested over a sample of companies and periods to determine if performance improves using this model. Practical implications Use of this model proposes that strategic intent will be enhanced and improve the capture of intellectual property derived from advanced analytics and increase sustainable advantages at firm. Social implications The social implications of lack of strong privacy laws coupled with the possible elimination of millions of knowledge worker jobs creates a pressing need for more research into and identification of firm’s and government’s Big Data strategic use for both good and perhaps evil. Originality/value The research in this paper extends current models of IC development and adds strategic intent and collective intelligence as the fifth stage of IC research and presents an overall KMS/BDA model.

Subject area International strategy; finance; corporate innovation and technology management. Study level/applicability MBA/MA. Case overview This case's subject is global/international strategy and how investment decisions are made to enter new markets by global companies such as Vodafone Group Plc. The case follows the executive team that is assigned the task of recommending a course of action to invest in various mobile telephony businesses globally and how to set the criteria and strategy for investing. Expected learning outcomes The case targets graduate students in MBA and technology management programs and can be used in courses in Global Business, Strategy and Policy, Finance, Corporate Innovation and Technology Management. The learning outcomes are expected to be a clearer understanding of the broad political, technical, economic and socio-legal issues to be addressed as well as the firm level strategies employed by transnationals to expand into developing countries. Supplementary materials The case includes teaching materials as well as financial statements, explanations of technologies and demographic data for use in analysis.

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This research proposes tacit knowledge management as a tool to manage intellectual capital and the use of the tacit knowledge index (TKI) to assess the level of tacit knowledge within firms and the effect of tacit knowledge on firm performance. We drew on a sample of 108 United States and Canadian firms using knowledge management to determine each firm's TKI and their use of knowledge management methods. We developed a measure that included both the degree of usage and the tacitness of the knowledge management method and used regression and correlation to statistically analyze the innovation and financial outcomes. Significant relationships were found between a firm's level of TKI and the firm's performance. Those firms that have a higher degree of tacit knowledge, as measured by the TKI, perform better on both financial and innovation business metrics.