Harnessing Future Economic Benefits Through Acquisition Adaptation: A Conceptual Model of Intangible Asset Formation

Abstract

In today’s knowledge-driven economy, intangible assets have become key determinants of organizational competitiveness. However, the process by which potential value is transformed into sustainable intangible resources remains conceptually fragmented, particularly regarding the mediating role of acquisition adaptation. Limited theoretical and empirical attention to this construct has left firms uncertain about how to leverage acquisitions beyond financial consolidation to create enduring strategic value. This study aims to establish a robust theoretical foundation that explains how acquisition processes can be optimized to harness future economic benefits and promote intangible asset formation. Employing a narrative review methodology across both the Scopus and Web of Science (WoS) databases, this study utilizes a structured search strategy and integrative thematic analysis to synthesize literature across management, accounting, and innovation disciplines.The findings reveal that intangible asset formation occurs as a multi-stage process encompassing the identification of potential economic benefits, the adaptive integration of acquired resources, and the systematic measurement and disclosure of resulting intangible capital. Acquisition adaptation emerges as a critical mediating mechanism that transforms abstract economic potential into tangible organizational value, as demonstrated by qualitative case studies across industries such as pharmaceuticals, telecommunications, consumer goods, and finance. These cases illustrate how knowledge transfer, cultural alignment, and digital integration practices enable firms to realize the future economic benefits envisioned at the acquisition stage. Theoretically, this study extends the resource-based view (RBV) by positioning acquisition adaptation at the core of intangible asset development, integrating insights from both Scopus and WoS to ensure comprehensive theoretical coverage. Practically, it provides managers with a cross-industry framework for evaluating acquisitions as strategic pathways for developing intellectual, human, and relational capital. The study concludes by recommending empirical validation through longitudinal case studies, encouraging future research to operationalize acquisition adaptation as a measurable construct for sustainable competitive advantage.