【正文】 petitive advantage and by obtaining knowledgecreating resources from across the world, the firms have successfully created petitive advantage for themselves. Knowledgebase strategy is a response that connects the special characteristics and 3 measurements of a pany with local advisability in which they work for it. In the sophisticated and searching world, the organizations must be so clever and strong to use some opportunities including the bination of new explorations and available knowledge use, sharing and supporting knowledge, intellectual capital flow management. Together with physical and financial capital, intellectual capital is one of the three vital resources in an organization. It includes all intangible resources that contribute to the delivery of the organization?s strategy. These can be split into three groups: human capital, relational capital and structural capital (see Panel 1). The main subcategories of an organization?s human capital are, naturally, its people?s skills and their depth and breadth of experience. Human capital includes employees? knowhow in certain fields that are important to the success of the enterprise, plus their aptitudes. Relational capital covers all the relationships that exist between the organization and other parties. These can include customers, intermediaries, employees, suppliers, alliance partners, regulators, pressure groups, munities, creditors or investors. Relationships tend to fall into two categories: those that are formalized through contractual obligations with big customers and partners, for example。 and those that are less formal. Structural capital covers a broad range of vital factors. Foremost among them are usually the organization?s essential operating processes。 the way it?s structured。 its policies。 its information flows and the content of its databases。 its management style and culture。 and its incentive schemes. It can also include intangible resources that are legally protected. Structural capital can be subcategorized into practices and routines, organizational culture and intellectual property. The different elements of the three categories can overlap. The aim is not to have a rigorous framework that clearly separates them, but to have one that you can use to identify and understand intellectual capital in your organization. Once you have decided which of these socalled intellectual value drivers you want to measure, it?s important to determine whether it?s actually worth measuring 4 them. The aim of performance measures should be to provide meaningful information that helps to reduce uncertainty about intellectual capital and enables us to learn. Measures ought to help us make betterinformed decisions that enable us to improve our performance. An excellent way of ensuring that any indicator is worth measuring is to establish the questions that the indicator will help to answer. In my work at the Advanced Performance Institute, I have developed the trademarked concept of Key Performance Questions (KPQ) to identify what it is that managers want to know about the various intellectual capital value drivers. Quite fundamentally, one must realize that nothing can be measured except the achievement of a goal. Key performance indicators (KPIs) only make sense when they are linked to a specific goal. In a sense, goals always formulate a question, to which the KPI provides an answer. To keep with the intellectual capital of success measurement: for each KPI, a key performance question (KPQ) is needed. KPQs make sure that any measure has a clear aim. If no question needs to be answere