Knowledge Management Strategies and Intellectual Capital: A Literature Review

Abstract

This literature review aims to identify the knowledge gaps in the field of knowledge management strategies and intellectual capital investment, as well as the developments that have taken place in this area. This is achieved through reviewing Arabic and English scholarly and intellectual literature related to the topic with a focus on the concepts, their historical evolution, and the scientific studies and research that have addressed them. The researcher has divided the review into sub-sections. The first sub-section presents the most prominent studies addressing the nature of knowledge management strategies and the advantages of developing them. The second sub-section reviews studies concerned with the for-building knowledge management strategies within organizations. The third sub-section focuses on studies examining the challenges and obstacles associated implementing knowledge management strategies in organizations. The fourth sub-section presents studies that highlight the importance of investing in intellectual capital within organizations. Finally, the review examines the emergence and development of the relationship between knowledge management strategies and intellectual capital and how this relationship has evolved. In addition, the researcher reviewed conferences, workshops, and professional associations related to the field of study, in both Arabic and English. A digital index of the literature terminology related to the topic was also prepared using digital search engines and academic databases, with the findings categorized and analyzed to reflect the current state of the field.  The review concluded with several findings derived from the literature analysis. most notably, the scientific literature indicates that knowledge management strategies represent the fundamental starting point for building knowledge-based organizations. These strategies vary according to the nature, needs, and objectives of each organization. Furthermore, Wiig (1997) was among the first scholars to develop a comprehensive strategic framework for knowledge management. The concept of intellectual capital also emerged through the work of Ralph Stayer, referring to the intangible knowledge assets possessed by organizations. Moreover, the study of Kevin Kelly (1998) represented a turning point in linking knowledge management and intellectual capital by clarifying the role of knowledge management in developing intellectual capital and enhancing organizational innovation.