Purpose: This purpose of this paper is to synthesize and propose the indicators of knowledge management capability (KMC) in different knowledge management (KM) processes to assess KM effectiveness. It also intends to provide useful indicators for those who are interested in the study of KMC to create effective KM, who can utilize the aforementioned indicators as guidelines in the development of empirical definitions by testing them.Design/methodology/approach: This paper is a literature review research, through which indicators of KMC for KM effectiveness are synthesized, utilizing related documents, literature and other research studies and the characteristics of which are evaluated by the KM experts as specified in qualitative research.Findings: The results of the research suggest two main aspects of KMC for KM effectiveness: first, a resource‐based perspective, which comprises technology, structure and culture; and second, a knowledge‐based perspective, which comprises expertise, learning and information. It is suggested that there are 84 indicators in KMC for KM effectiveness, which can be divided into: 22 indicators on KMC‐knowledge acquisition; 21 indicators on KMC‐knowledge creation; 19 indicators on KMC‐knowledge storage; and 22 indicators on KMC‐knowledge application.Originality/value: Apparently the existing research concerning KMC does not reveal clear conclusions nor designate indicators of KMC in both aspects: resource‐based perspective and knowledge‐based perspective. The consequence is a lack of direction and precision in developing KMC to achieve its effectiveness. This paper therefore provides clear visions on important aspects of KMC whereby the various indicators of their components need to be developed to enrich the concept and further the development of KM. It also provides future researchers with useful means to assess the KM effectiveness in different KM processes.

This study investigated the role of organizational strategic intuition (OSI) and relationships with knowledge-based dynamic capabilities (KBDCs), digital transformation (DT), and high-performance organizations (HPOs). This quantitative study used a questionnaire to collect data from chief executive officers (CEOs) and engineers of various companies in the auto parts industry, a crucial income-generator for Thailand. Partial least squares structural equation modeling, which assesses reflective and structural models, was adopted to test the hypotheses. The findings revealed significant influences among the six pairs of constructed relationships. Indeed, investigations found in this study indicated that (1) KBDCs had a positive effect on DT; (2) KBDCs and DT had a positive effect on OSI; and (3) KBDCs, DT, and OSI had a positive effect on HPOs. The analytical results of this empirical study also provided information to expand the knowledge of strategic intuition (SI). The practical contribution of this study is a consolidated comprehensive framework of OSI that contained vital insights for CEOs, policymakers, and practitioners to support the creation of OSI, leading to better strategic decisions.