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Companies coping with global business are called more and more to lead their transformation into intelligent organizations, i.e. organizations able to leverage their intellectual capital to achieve their business objectives and envision new development paths. This paper, assuming that the organizational intellectual capital corresponds to the knowledge assets attributed to a company, aims to discuss the organizational value, the processes, the approaches and the evaluation architectures of the knowledge asset assessment strategies.

On the basis of a literature review, first the sub‐processes of the assessment are discussed, highlighting the main features of the assessment of knowledge assets as well as the twofold nature of the knowledge asset assessment, distinguishing between stock and flow perspective of the evaluation. Second, the managerial reasons at the basis of the implementation of measurement systems for disclosing organizational knowledge resources are discussed. Finally, according to a distinction between the assessment approaches and the evaluation architectures, four main knowledge asset assessment strategies are defined.

Despite a number of models to assess intellectual capital being proposed, they highlighted a need for clarification of their strategic focus. With the aim of filling this gap, the main finding of the paper is to clarify relevant issues providing an organic, literature review‐based and coherent framework about the knowledge assets assessment strategies.

The identification of these strategies not only contributes to advance the theory of knowledge asset assessment, but also provides insights to managers to better define and implement models and approaches for measuring organizational knowledge resources. Especially they support managers in choosing and arranging critical information for defining the most suitable decisions and actions concerning the effective management and development of a company's intellectual capital.

Acknowledging the strategic relevance of assessing and managing intellectual capital (IC), this editorial first aims to discuss a classification of the IC assessment strategies and second seeks to introduce the main topics investigated by the papers collected in this special issue. The notion of IC assessment strategy is interpreted as the set of economic and managerial decisions and purposes characterising the assessment of an organisation's knowledge assets. It is argued that the definition of a knowledge asset assessment strategy has to take into account two dimensions: on the one hand, the nature of the managerial approach to be adopted for the assessment, distinguishing between “value management” and “value communication”; and on the other hand, the most appropriate “evaluation architecture” to be used in order to gather and report the assessment information for control and decision making.

The approaches, evidences and insights discussed in this introduction result from the integration of the theory analysis with the insights extracted from the discussions that took place at the conference “International Forum on Knowledge Assets Dynamics” organized in June 2012 in Matera, Italy. At this leading international conference, experts discussed the importance of intellectual capital for organizational business excellence in the 21st century business landscape, the new IC key‐value drivers to focus on in order to face emergent competitive challenges, and the research and management practices most appropriate to address complexity, uncertainty and changes of today's business landscape.

Four IC assessment strategies are proposed, addressing their relevance for management actions. This represents the background to introduce the main topics investigated by the papers that are collected in this special issue.

This editorial outlines the key IC assessment strategies that organisations and practitioners should take into account when designing measurement systems aimed at gathering information to inform IC management actions.