A framework of intangible valuation areas and antecedents

Purpose – The paper seeks to develop a list of operational knowledge assets as antecedents to a validated common taxonomy of intangible strategic value drivers. Design/methodology/approach – Qualitative data from focus groups was collected to validate a theory‐based list. The list contains the value generation activities (i.e. performance focus areas) and their respective critical success factors emerging from the interaction of eight validated intangible value drivers. Two primary questions were addressed at the focus groups: What performance focus areas does the organization need to focus on?; and What knowledge do employees need to leverage within each focus area? Data were analyzed using template analysis. Structural equation modeling using PLS was performed to develop a theory about the impact of the list of operational knowledge assets on intellectual capital and business performance measures. Findings – A validated list of knowledge assets called the list of operational knowledge assets (LOKA) was developed comprising 31 categories (i.e. critical success factors) grouped into seven value generating activities (i.e. performance focus areas). The thematic dimensions of each category surface internal views of a business that define the strategic and operational value drivers that are aligned with organizational performance. Research limitations/implications – The list is not an exhaustive one but rather a template that can be adapted based on the industry investigated. The scope of the study was focused on the high‐tech federal contractors in the USA. Therefore the results and related models of this study are generic in nature. Future research could focus applying the study on different environments (i.e. organizational, cultural, type of knowledge workers) and compare results. Practical implications – The paper could improve managers' understanding of the human capital drivers on performance and thus facilitate better resource allocation on human capital management practices, technology investments, process improvements and business intelligence functions. Originality/value – The list of operational knowledge assets presents a first attempt in addressing the lack of understanding of the knowledge assets that managers need to leverage at the lowest level of operational granularity.