Practical experiences in developing and introducing performance measurements systems for measuring and managing knowledge capital have shown that these instruments do not sufficiently fulfil the expectations of their users. Some authors even point out that the fundamental understanding of methodological and conceptual issues is inade‑quate. Therefore, we suggest that instead of creating further new instruments, an explanation of how and when Perform‑ance Measurement Systems (PMS) become effective is necessary. We argue that highlighting their potential production of "blind spots" and comprehending the use of PMS more reflexively will bring more sustainable effects. As a result, the concept of First and Second Order Reflection of PMS is introduced.
Keywords: Knowledge capital, performance measurement systems, organisational practices, first and second order reflection
Volume 4 Issue 1 / Jan 2006 pp1‑90
Keywords: Active learning, Africa, Business intelligence, Case study, Cognitive diversity, CommonKADS], Communication, Complexity, Complexity representation , Complexity theory, Complexity thinking, Cross-functional teams, e-Commerce, Enterprise semantic web, First order reflection, Group dynamics, Human capital, Intellectual capital, Knowledge acquisition, Knowledge acquisition, Knowledge capital, Knowledge cooperation, Knowledge co-production, Knowledge creation, Knowledge flows, Knowledge learning, Knowledge sharing, Knowledge transfer, Knowledge transfer cycle, Lightweight ontologies, Organisational practices, Performance measurement, Predictive maintenance, Relational capital, Second order reflection, Semantic information retrieval, Semantic interoperability, Social networks, Social Software, Software development, Structural capital, Tourism, Value creation, Weblog, Wiki