Continuous Knowledge Development in Organizations
Fast technological development and worldwide operation integrations had imposed a strong pressure on modern companies to stay competitive, continually producing positive business results and reporting profit to the shareholders. To achieve these goals, firms had to constantly improve operations. However, many times, organizations were not able to cope with the internal level of changes necessary to stay on the top, due to the inability to develop or successfully implement necessary knowledge. Thus, the management frequently opted for strategies, seemingly opposite to the internal knowledge development, such as following the general industry trends or renting expertise through outsourcing or purchase of the external services. A number of scholarly works explored different methods to achieve the sustainable growth of company efficiency; however, there had been a lack of clear strategies and decision criteria based on a holistic view of the problem. This study attempted to contribute to a field of continuous knowledge development through a rigorous theoretic framework that integrates multiple prior perspectives. The proposed model considers the knowledge development, continuous in both time and internal and external business space, as a key enhancement transformation of the organizational identity. Following the mixed method research approach, the field evidence from a set of subordinate studies had been analyzed and found to confirm the theoretic premises. Based on the positive relationship found between knowledge creation and the increased organizational capabilities this study proposed a set of recommendations for the sustainable growth path of the firms, which also augments social stability and prosperity.