| Abstract [eng] |
As recognized by the scientist and agreed by the business professionals, knowledge is an essential resource, ensuring an organisation’s sustainable competitive advantage. However, knowledge differs from human and financial resources, energy, or fossil fuel. It is an intangible, dynamic, and boundaryless resource (Nonaka and Konno, 1998). The question is, does this fundamental difference give a right to use knowledge carelessly or, even worse – waste it? The author identifies the problem: organisations lack practical and systemised tools for effective knowledge transfer, they do not track the amount of knowledge at different knowledge management stages, so there is no control over the absorption of knowledge, although the acquisition of new knowledge requires time, financial and human resources. This context puts organisations in a blind spot regarding the essential organisational resource and prevents sustainable knowledge usage, which is an even more significant challenge for organisations implementing international activities. Due to the potentially more expressed knowledge management processes and knowledge-related challenges, the paper is based on the knowledge-intensive business services (KIBS) sector. The work’s main aim is to create a conceptual model of knowledge transfer for the development of international activities in KIBS. The model’s goal is to improve organizations’ absorption of knowledge and suggest knowledge measurement and tracking activities. The six-stage model works as multi-level guidance and embodies the insights from a global context, state- and organisational-level. It is based on a complex research methodology, including scientific literature analysis, macrotrend analysis, industry experts’ questionnaire, and a multi-criteria decision-making method TOPSIS. The work contributes to knowledge management theory and creates practical value for knowledge-intensive business services professionals. The thesis consists of 77 p. text without appendixes, 12 figures, 12 tables, 76 bibliographical entries. |
