“Before we measure something we must ask whether we understand what it is we are trying
In their book, Gray and her friends have argued that “before we measure something
we must ask whether we understand what it is we are trying to measure.” The authors use the
argument to stress on the importance to vividly understand the particulars of the specific
item, object or subject being measured. When evaluated on a lesser scale, the statement could
be used to mean that individuals are at times unsure of what they are measuring. In principle,
measurement can for instance be used as a tool for evaluating feedback, hence an essential
(Wheatley & Kellner-Rogers, 1999), with successful managers using measurable tools in
maintaining competitive edge (Turner & Minonne, 2010). An IT company, say, Microsoft
can employ various measurements to evaluate progress, sales level as well as the level of
financial success. These are few, but common items that organizations might endeavor
measuring. In this paper, the focus is given to the application of measuring techniques in
Knowledge management/Environment
Information has for decades been argued as a key driver of both institutional and
individuals, and so defines how each party conduct themselves. Contextualized institutional
knowledge gaps should thereby be determined and their expected outcome defines forehand
in order to facilitate closure of any knowledge gaps (Lewis, 2017). In an IT firm, this may
take the form of institutionalized information systems and various procedures of practice put
Measurement 2
in place to establish an environment in which knowledge sharing and transfer can effectively
take place. It is common for IT firms to undertake research projects, whose outcomes have a
considerable bearing on the overall performance of other internal departments, and whose
such as operational strategies that keep the business afloat (Sauro, 2014). These pieces of
information should be handled in highly secure environments as they relate to the firm’s core
operations, and can potentially derail the opportunities available to the venture.
information, collected and used to demonstrate effectiveness against a set of criteria” (p. 1).
rise to the need for institutions to employ various techniques in collecting the information and
setting measures to ensure effective safeguarding of information and other forms of internal
data from unauthorized access and use. At a larger breadth, the scope of knowledge
management is often viewed to include techniques used in managing the flow and use of
Communities of practice/interest
Among the recent developments in various groups and communities of interest is the
common interest. In hardware and networking for instance, Microsoft’s professional courses
and those affiliated to Cisco and other professional groups are essential in ensuring integrity
Measurement 3
contact with such professional bodies as it helps the firm in leveraging on the available
professional expertise.
and communities whose operations are mutually beneficial. The primary purpose of
maintaining such relations is to ensure that the firm and the group members benefit from the
interests in researching about a given product or process, whose outcomes can be best
achieved through a group setting. In effect, the firm should consider building such groups
through which institutional goals including dissemination of ideas and information sharing as
well as fostering knowledge transfer through practice and teaching can be effectively
achieved. The management of these groups is often complex, and involving, and so the firm
Wartburg, Rost and Teichert (2015) note that communities of practice are special purpose
groups with relevant and predetermined activities, especially, those relating to a given field of
practice. This can for training purposes, coaching or supervision, and are often formed to
undertake formal tasks. Common measurements in such groups take the form of
community groups of interest on the other hand include those groups formed with no formal
mandate in mind. Measuring performance in such groups is often less restrictive, more
relaxed and often, less involving. Common items of evaluation include such aspects as
attendance, personal commitment and other informal factors that the members may mutually
agree on.
Measurement 4
non-satiation nature of human needs have over time led to the change in how institutions
measure performance. In perhaps what Bititci, Garengo and Nudurupati (2011) projected
over eight years ago, recent developments in technology have expanded the scope, gaps and
the views on how we measure and manage performance today. In the expanded view, Bititci
and her colleagues proposed the use of a holistic approach that recognizes the level of
Anussornnitisarn, Helo and Dwight (2009) seem to agree with Bititci et al (2011) that modern
an integral part of management tools accessible to firms (Phusavat et al., 2009). On the other
front, there is need to instill responsibility on the management as part of ensuring effective
result to serious managerial challenges, especially when not properly managed (Goshu &
Kitaw, 2017).
performance measurement, Coste, A-I and Tudor (2013) elude that and such institutions have
to decide how much, the nature and type of information worth gathering for their internal
consumes. In the digital error, the scope of the information available to such firms is diverse,
massive and at times contradicting (Phusavat et al., 2009). All these compounded make
Measurement 5
acquiring the much needed information complex and unimaginably expensive for firms,
complex and often, resource involving. In an IT firm dealing with software, it is for example
easy to quantify the sales in terms of the number of new purchases, number of lost sales,
profits made per sale and the like. All these aspects are however, superficial, as they do not
necessarily reflect how well the organization is performing. In reality, such measurements
can only be effective if used in conjunction with other informational considerations such as
labor charges per unit of time, the amount of time taken in developing a given software
application, the level of government taxation and the expected level of profitability
real importance in defining how decisions are made and executed as well as facilitating long-
term planning. As a practice for firms seeking to expand, diversify or undertake new projects,
it is common for these firms to seek financing from third parties or finance the projects
driven by both necessity and ability of the firm to meet its present and future financial
obligations. This requirement means that the firms should focus on mot just their
performance levels, but also on their speculative outcome. As a rule, the firm should consider
all the available information in defining the expected performance levels, with any deviations
from the projected levels of performance being treated with uttermost objectivity. Confronted
with the challenge of financing its operational activities, Wagner (2008) advises that the firms
performance ensures that the firm’s output is optimized while its operational costs are at their
management, Demirbag, Tatoglu, Tekinus and Zaim (2006) in Al Matari et al (2014) observe
that the underlying process improvement is impossible without measuring the outcomes. As a
rather a set of ideals of evaluation. In the expanded view, performance measurement should
instead be seen as part of an integral process of evaluating an action’s efficiency and ability
business, especially where original inventors wish to retain originality of their inventions for
economic benefit. In the technology era today, there is need for inventors to protect their
intellectual capital from infringement and possible unauthorized use and abuse by third
parties (Dumitriu & Leovaridis, no date). In a information technology firm, such intellectual
capital includes things such as inventions, new software releases, new products and
their intellectual rights as much as they invest in research and development of their products.
By so doing, the firms are able to benefit from their inventions for longer (Dumitriu &
Minonne, 2010).
capital’s is firmly tied to how the institution treats its intellectual property rights. As
Falkowski (2014) notes in his work, Social Media’s Role in Intellectual Capital’s Growth,
Measurement 7
managing intellectual capital in the present era where people are highly networked socially is
both complex and capital intensive. The ubiquitous use of social media is for instance a key
threat to the very intellectual threat that much be holistically guarded with all might. Instead,
the social media is now for example a global threat to intellectual capital and anyone can use
To vilify the unhealthy relationship between intellectual capital and social networks,
Stewart (1991) in Falkowski (2014) argues that despite the present information age and
knowledge economy being highly advanced, advances in the very technology becomes a
threat to the existence of the very inventions that should be otherwise protected. In principle,
modern societies build their wealth from the fundamental existence of unique formulations,
innovations and research outcomes that legally and economically give them a competitive
edge over their peers. This in essence means anything that threatens the intellectual rights of
original innovators, say large firms, threaten their very existence. Facebook, a recent
technology company to rise above the tech companies of the 1990s for instance has over the
years sailed on the intellectual rights of the original founders. As more and more firms find
ways of competing the firm, its existence, profitability and possibly, the very initial
deliverable is competed away. To retain the lead position, the firms in this era of high social
networks should always remain at the top in their innovation without showing any form of
leniency to things that threaten their intellectual capital, otherwise, such firms risk getting out
Conclusion
In the light of the observations made in the preceding sections of the paper, it is worth
noting that the outcomes of a given process should always be weighed against the initially set
of anticipated outcomes. In principle, this entails measuring at different levels and stages, and
Measurement 8
should at times entail weighing the outcomes against the input levels. As a result, it can be
argued that the process, the stages, and the resources determine the possible outcome of a
given measuring activity. When completed, this process should yield outcomes that can be
traced back through the process to the initial ingredients or constituent components. It is
therefore, worth noting that before we something is measured, one must ask whether he
understands what it is we are trying to measure or not, otherwise, any outcome will still meet
From understanding whatever is being measured, there is additional need for the
person or persons undertaking the process to understand the right procedures of practice. This
helps in achieving optimal results that precisely match the measuring objective. Key
considerations to make in such cases relate to the specific measurements being done, the
instruments used, the process as well as its reliability and validity in delivering optimal
results.
Measurement 9
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