Theoretical Framework Regarding Organizational Knowledge Acquisition Evaluation Process

The main resource of any organization is the intellectual capital and the "manner" in which this resource is managed. The acquisition of knowledge is one of the organizational Knowledge Management (KM) processes, and also one of the most important issues for organizational KM system. Today organizations are constantly the subject of different changes which forces them to identify, continuous and constant, various calibration tools for achieving the organization's objectives. The success of an organization depends on its ability to innovate and the acquisition of knowledge underpins the innovation process. Also starting from the organization's necessity to survive to the business environment's challenges, a model that evaluates the organizational knowledge acquisition (OKA) must starts from the assumption that OKA is a cyclical process which resumes under the influence of various factors. Therefore this paper proposes a simple and effective model for OKA evaluations process; it's improves the OKA evaluation process and provides a viable tool for organizations managers. The model can be considered as important for organizations managers because indirectly it enables the correct allocation of resources (financial, human, structural, etc.) in order that organizations remain competitive in the market. This paper contributes to the theory development, and the developed model links the organizational knowledge acquisitions needs to the real possibilities of meeting them.