Organizational knowledge potential: peculiarities of formation strategic decisions

Abstract

In the context of globalization and transformational processes, effective and efficient organizational knowledge potential management is a valuable instrument for implementing sustainability principles and leadership in knowledge-intensive organizations. Organizational knowledge potential was described as a combination of organizational resources that are effectively and efficiently applied by exploiting market opportunities. Its systematic assessment leading to effective and efficient management can facilitate more valuable satisfaction of constantly changing customers' information and knowledge needs and create mutual value and sustainability in local and global markets. Scientists and business practitioners underlined that critical organizational knowledge potential components have to be included and balanced not only in knowledge management practices but also in various business processes. Because of the dynamic and uncertain business environment, it is challenging to forecast organizational outcomes. Consequently, researchers and business practitioners controversially propose different perspectives, combinations of factors, and assessment methods for evaluating organizational knowledge potential related to outer and inner factors. Scientists and business practitioners exploring contrasting approaches and principles of organizational knowledge potential management and assessment define and assess knowledge-intensive organizations' knowledge potential variously. In this study, these problematic aspects were interpreted by combining a systematic management perspective integrating various scientists' views linked to extrinsic and intrinsic factors influencing organizational knowledge potential assessment and management processes. This research proposed a conceptual framework for forming strategic decisions of organizational knowledge potential management by integrating multiple criteria principles. The proposed conceptual model was characterized by a complex assessment perspective that facilitates strategic decision-formation processes. Also, it facilitated the identification of problematic areas and possibilities for organizational knowledge potential assessment and management, selecting effective knowledge strategy by developing a set of strategic solutions to eliminate the detected problematic field.