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This paper aims to explore the benefits of intellectual capital assessment for facing current challenges of human resources work and organizational development.

The paper takes findings of studies on challenges in HR work and maps them with features of intellectual capital assessment methods. It is thus a theoretical paper, based on practical experience, and findings of practice‐oriented studies. It can serve as the basis for formulating new hypotheses to be further investigated and discussed.

There is a considerable overlap of HR challenges and potential benefits of IC assessment in several areas of human resources' work, closely interlinked with organizational development.

The findings of this paper may stimulate research on organizations as social systems and in applied research on human resources. It provides a starting point for further investigation of psychological, social and organisational success factors and to the practical challenge of building intelligent and sustainable organisations in a continuously changing environment.

Using participatory IC assessment approaches may change practices in HR work and enrich the portfolio of methods used and enlarge the application of IC assessment.

The paper fosters the value of expertise and experience of people in organizations. This may lead, in the long run, to changes in organizational cultures.

In research and practice, IC assessment and HR work are mostly disconnected. This paper proposes to establish a link and explore synergies. This may have considerable impact on research and practice in these areas.

This paper aims to explore the possibilities of combining foresight techniques and intellectual capital management, as two approaches of participatory strategic management, in higher education institutions. The objective is to generate concrete benefits for prospective strategic management in the academic sector. It also aims to focus on how it may be possible for universities to address the challenges of major change management programmes by implementing foresight and intellectual capital management models.

The paper reviews recent literature both on conceptual issues and experiences in relation to foresight and intellectual capital. The paper presents an ongoing project focused on the development of a vision for the future of the higher education system in Romania and a frame to differentiate Romanian universities.

A proposal of an integrated use of foresight and intellectual capital management for universities is suggested. The case study presented illustrates how foresight provides an excellent approach to address the question of how to develop a shared vision of the future and jointly define a strategy to best adapt an organization to the new context, and intellectual capital management models play a role in strategic management, resource allocation and monitoring of objectives and organization performance.

The issues addressed in the paper could provide the starting point for better integration of strategic management in higher education institutions.

The paper explores two concepts closely related but that have not been analysed together: the relationship between Intellectual capital approaches and foresight.