Page 451 -

434 Chapter 13

Business
Products and services processes
Culture
IT infrastructure
Owned Organizational Norms
Intellectual property
design Values
Physical workspace
Joint ventures

Strategic alliances

Borrowed Customer Employee innovation
relationships Employee commitment
Individual knowledge

Easy to extract value Difficult to extract value

Figure 13.3
The intellectual capital matrix

Attribution refers to the discomfort over the possibility of a knowledge resource — a
best practice, a template — may sever the link between the creator and the actual
knowledge. If KM takes appropriate steps to ensure that attribution — or author cred-
its — are always connected and therefore move with the knowledge, then most of the
concerns have been allayed. The second issue is a related but is almost the exact
opposite of attribution Authors are also very concerned that once the knowledge is
out of their hands, it will be modifi ed, watered down, invalidated, or otherwise modi-
fi ed and still attributed to them. Authors and creators feel that they cannot control
the changes and adaptations and therefore they can no longer attest to the validity
and quality of the knowledge. One of the best means of mitigating such circumstances
is to follow tried-and-true document management and version control best practices.
Knowledge resources should be tracked just as seriously with contact names associated
for those knowledgeable about the resource, such as experienced users, subject matter
experts, authors, and any subsequent authors of modifi ed versions. Most of this type
of knowledge history (analogous to document or report history) can be captured in
the metadata as well as being clearly indicated in the corporate memory system.
A second development may also aid the KM cause: the evolution of a “ copyleft
revolution ” or reaction against some of the restraints imposed by copyright
laws. Copyleft is more formally known as the Creative Commons (see http://search