A knowledge balance (English: intellectual capital statement) is an instrument for the purposeful representation and development of the intellectual capital of an organization. It points the connections out between the organisationalen goals, the business processes, the intellectual capital and the business success of an organization and describes these elements by means of indicators. (BMWA, knowledge balance - larva in Germany, 2004, S.11)

Knowledge management - knowledge balance

The knowledge balance focuses the strategic aspect of knowledge in enterprises. While knowledge management, which managt resources knowledge on operational level, concerns itself the knowledge balance with the strategic meaning of knowledge for the creation of value and the future ability of the organization. The measurement of changes in the knowledge existence represents an important range of the knowledge balance. Thus the two concepts complement each other optimally: The knowledge balance gives the strategic direction for the knowledge management project, which is converted by measures of the knowledge management. The knowledge balance again represents finally the change of the knowledge existence taken place and reached business success. (see Alwert et.al in Mertins et.al. Hrsg., knowledge balances, Springer 2005, S.14 f)

Dimensions of a knowledge balance

1. Human capital

Representation of the knowledge and the abilities of the coworkers which in the business surrounding field for application come (bspw. Productivity contributions)

2. Structure capital

Representation of the organization, communication structure as well as the technical infrastructure (bspw. Enterprise processes)

3. Relations capital

Representation of the connection to national and international customers and business partners (bspw. Co-operation)

Motivation

The motivation for the production of a knowledge balance can have several reasons: Contrary to the classical financial statement natures, the knowledge balance is future-oriented. It contains assets, which on the future creation of value and the success potential exert crucial influence of enterprises in knowledge-intensive industries.

• The discrepancy between the market and the book value of knowledge-intensive enterprises documents the meaning of the immaterial fortune of these enterprises and the action necessity the relevant need for information to serve.
• The plausible argumentation of the getistic firm specific value is a necessity, which continues to win by Basel II at explosiveness. The legal basic conditions plan likewise a stronger integration of the intangible asset into the balance.
• The presentation of the Unternehmenskultur and the authority of the enterprise outward, for possible partners, future coworkers and potential customers is a further motivation for the production of a knowledge balance in an interlaced world, in which borders at meaning lose.
• Measuring and Managen of the intellectual capital in the enterprise. The efficient use and the systematic, future-oriented development of the intellectual capital provide a future with perspective for the enterprise.

(see Alwert et.al in Mertins et.al. Hrsg., knowledge balances, Springer 2005, S.4 FF)

• The control and continuous advancement of enterprise strategies are derived from the changes of the knowledge balance, comparison of at the beginning of and final stock. The won realizations can be seen as drive for future improvement processes.

Goals

The production of a knowledge balance is connected with 2 goals. On the one hand the improvement of communication between the organization and its business surrounding field (Stakeholder) plays an important role. The possibilities for the organization of the knowledge balance are compared considerable to financial balances, and also the interpretation clearance is larger. From it the consequence results that on the one hand better dealing with the needs for information is made possible for the respective target group to abuse on the other hand in addition, the danger the knowledge balance than marketing instrument.

The second objective concerns the systematic management of the intellectual capital of the organization. A crucial role plays thereby the determination of the success-critical immaterial factors and the reciprocal effects between these factors. (see Alwert et. aluminium in Mertins et.al. Hrsg., knowledge balances, Springer 2005, S.9 FF)

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