Actional Intelligence, a Key Element for Actioning Knowledge. A Field Study Analysis

Abstract

This paper develops a framework based on a new construct, actional intelligence, and highlights the key elements involved: individual and organisational value alignment and open learning attitudes. It analyses the relationships between them and the individual performance in the organisation. The model is tested using Smart partial least squares (PLS) with a sample of 175 employees in a large organisation belonging to the cosmetics sector. This research also analyses whether these constructs contribute to the organisational performance of individuals. This paper contributes to developing the seminal ideas of actionable knowledge proposed by Argyris and other academics. It concludes with practical implications that justify the use of knowledge management (KM) by managers in organisations. On the other hand, it provides a better understanding of the KM process and its systematisation. It covers the research gap related to actioning of knowledge of previous methods and signifies a more practical and understandable approach to KM and a closer perspective to business.