1. Introduction
The purpose of this paper is to examine the adage “If it can’t be measured, it can’t be
managed” via a case study of how a particular organisation implemented intellectual
capital (IC) practices. The authors were motivated to examine the adage because the
academic literature is preoccupied with continued calls for developing new IC
measures and frameworks. However, a critique has emerged of developing new
frameworks and ways of measuring IC due to the plethora of existing frameworks and
possible counterproductive behavioural impacts. Managing via numbers has been
identified as one of the “deadly sins” of managing.