Toward a Systematic Framework for Actionable Knowledge
A critique of organisational and management research concerns the limited practical relevance of scientific knowledge. While research excels at describing and explaining phenomena, it often falls short of enabling concrete action in practice. In response, the notion of actionable knowledge (AK) has emerged as a way to characterise knowledge that informs and supports decision-making and organisational change. However, the term remains conceptually ambiguous and is used inconsistently with definitions varying across disciplines. This lack of clarity hampers both theoretical advancement and the systematic identification of AK in empirical contexts. This paper addresses this issue by refining the concept of AK and developing a structured conceptual approach for its identification. Drawing on a review of existing literature, key similarities and differences between prevailing definitions of AK are analysed. Building on this, the paper proposes a set of nine criteria, grouped into three conceptual dimensions: (1) contextual relevance and quality, (2) accessibility and usability, and (3) impact potential and adaptability. These criteria provide a consistent basis for assessing whether knowledge can be considered actionable. Furthermore, the paper introduces a distinction between actionable knowledge and potential actionable knowledge, as well as the Actionable Knowledge Transformation Framework (AKTF), a conceptual framework which outlines how knowledge can be systematically transformed into AK. The proposed framework contributes to improved conceptual clarity and offers practical guidance for enhancing the usability of knowledge in organistions.