Why do organisations with comparable knowledge resources, human capital and technological access differ markedly in their capacity to create durable value? This conceptual article develops Knowledge-to-Value Conversion (KVC) as a multi-level theory of the mechanisms through which knowledge becomes implemented innovation and, subsequently, economically viable, ethically legitimate, environmentally sustainable and institutionally persistent organisational value. KVC is distinguished from the resource-based view, knowledge-based view, absorptive capacity, dynamic capabilities and open innovation by making conversion efficiency, value validation and value persistence its focal explananda. The framework specifies a causal architecture linking knowledge stocks to knowledge usability, human-capital activation, entrepreneurial enactment, innovation selection and implementation, followed by ethical, stakeholder and sustainability validation. Organisational attention allocation conditions the quality of innovation selection, while institutional quality and financing resilience condition the persistence of value creation. The synthesis integrates the complete Staniewski-related research stream contained in the underlying bibliography, spanning knowledge management, human-resource architecture, intellectual capital, entrepreneurial psychology and ethics, digital behaviour, online innovation communities, environmental innovation, renewable energy, green finance, corruption and foreign direct investment. The article contributes by shifting knowledge-management theory from knowledge possession toward conversion efficiency, positioning entrepreneurial agency as a mechanism connecting usable knowledge with implementation, and conceptualising sustainability and responsibility as value-validation mechanisms rather than peripheral constraints.

Keywords: knowledge-to-value conversion, knowledge management, human capital, entrepreneurial agency, responsible innovation, attention allocation, sustainable finance, institutional quality.