Exploring Knowledge Management, Social Networks, and Intellectual Capital Mobilization Through the Lens of Actor-Network Theory.

Purpose: This paper investigates the relationship between knowledge management (KM), social networks (SN), and intellectual capital (IC) mobilization and their collective role in fostering organizational value creation. Design/Methodology: Grounded in Actor Network Theory (ANT), this theoretical paper examines how KM and SN facilitate IC mobilization, highlighting the role of organizational actors and their dynamic interactions. Theoretical Implications: The study helps understand IC mobilization from the perspective of the ANT theory, mainly through the process of translation. Grounded in Actor Network Theory, and consistent with literature, ANT is revealed as an understanding of the interaction of KM and SN in creating IC, which contributes to socio-technical research. This paper provides an extension to ANT, identifying the possibility of the active engagement of organizational actors and various social networks in producing value creation in organizations Practical Implications: The study emphasizes the importance of managing intangible resources effectively. Firms are encouraged to focus not only on their IC but also on the mechanisms through which these resources are mobilized to maximize value creation. Originality/Value: This paper offers a theoretical model that integrates KM, SN, and IC to explain knowledge-based value creation, contributing both to the ANT literature and to practical frameworks for IC mobilization. [ABSTRACT FROM AUTHOR]