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Nonparametric methods can be used to analyze failure times and estimate probability distributions for failures of systems due to successful attacks on confidentiality, integrity, and availability in information security. However, such methods do not take full advantage of supplemental information regarding the configurations of systems in an information infrastructure that is usually also available. One approach, which does take advantage of such information, views the risks of systems failing from various causes as competing risks and determines the correlation coefficients of different treatments to system longevity. Since the times and causes of failure in such studies are usually uncorrelated, the hazards associated with each risk are proportional. By correlating system survival times to the use of specific design enhancements and security countermeasures, as well as to system exposure based on choice of operational functionality, guidance can be obtained for making investments in information security.

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Purpose-This study investigates the adequacy of existing intangible asset models and defines and codifies common principal valuation drivers of intangible assets for use in enterprise balanced scorecard valuation practices of information technology (IT) firms. Design/methodology/approach-Existing intangible asset balance scorecard valuation models and value chain models are evaluated to extract their value components and align them with performance-based activities of the business enterprise to define a common taxonomy of value drivers of intangible assets. Chief executive officers (CEOs), chief finance officers (CFOs) and "other executives" of IT firms validate the taxonomy. Findings-IT firms that use a standard and consistent taxonomy of intangible assets could increase its ability to identify and account for more intangible assets for measurement and valuation. Research limitations/implications-This study is limited to the Washington Metropolitan Area, is a single sector study (IT firms), the target audience is CEOs and CFOs; and emphasis is on the Score Card (SC) type model as classified by Sveiby. Future studies could expand the geographic circumference, the scope to other industry sectors, and the target audience to other decision makers Practical implications-The framework of intangible valuation areas (FIVA) allows a business to identify and link performance measurements/indicators to its intangible value drivers. It supports the capture and subsequent evaluation of leading and lagging indicators in the achievement of a knowledge management strategy. Originality/value-FIVA provides a framework to have command of and access to effective utilization of business resources and knowledge, to develop, sustain and enhance its mission effectiveness and/or competitive advantage.