A holistic model of the role, development, and future of knowledge management: Proposal for exploratory research

Motivations for the initiation of knowledge management activities in times of routine and emergency

Purpose

This research seeks to understand, for the first time, what motivates knowledge-intensive organizations (KIOs) to initiate knowledge management (KM) activities in times of routine and emergency. The COVID-19 pandemic was placed at the center as a case study of an extreme crisis.

Design/methodology/approach

Based on the adoption of the qualitative-constructivist paradigm, the study was conducted among 52 KM professionals through in-depth interviews and focus groups. The data were analyzed using a thematic analysis method, according to the principles of the grounded theory approach.

Findings

The findings reveal that opportunities and risks are two types of catalysts which accelerate KM efforts in times of routine and emergency respectively. Due to KM’s support of the transition to flexible employment during COVID-19, the authors show that this field experienced real growth and prosperity in the “new normal.” KM initiatives were promoted during the COVID-19 crisis in light of gaps in retention, sharing, accessibility and development of knowledge.

Originality/value

Given that knowledge risks are a field with fragmented understanding, the results contribute to understanding the importance of risk management related to knowledge in times of crises and turmoil. The authors call for incorporating this niche into the overall risk management of the organization, while adopting a holistic and long-term perspective of KM. Furthermore, the authors uncover KM’s position in KIOs during the global pandemic. The paper proposes food for thought regarding informal knowledge sharing in virtual environments typical of the “Corona routine”.

“A system that will do magic”: organizational perspective on the technological layer in knowledge management

Purpose

This study aims to give expression, for the first time, to the contemporary perceptions of knowledge management (KM) professionals regarding the technological layer in KM. From an organizational-holistic view, the authors strive to provide a deeper understanding of the position and role of technology in KM in knowledge-intensive organizations.

Design/methodology/approach

As part of the adoption of the qualitative-constructivist paradigm, the research started with in-depth interviews and continued with focus groups. The data were collected from 21 KM experts and analyzed according to the thematic analysis method, based on the grounded theory.

Findings

Although many hopes depend on technological tools, the authors learn why KM cannot be considered a purely information technology (IT)-based process. The study raises significant concern regarding the leadership of KM efforts by IT units, due to the possible lack of focus on strategic aspects supported by that support closing knowledge gaps. KM experts support technological changes and anticipate the introduction of automated mechanisms for knowledge flow processes.

Originality/value

Understanding the technological component of KM provides a window of opportunity for the meanings ascribed by the professionals to the whole KM discipline. The results improve the understanding that the KM community should be required to be more aware of the business-organizational aspects for which the practice of KM in the organization is required, as well as the centrality of human resources in knowledge creation and sharing. Moreover, the paper provides a unique glimpse into the future of organizational KM.

Should knowledge management in organizations be rebranded?

Purpose

This study aims to examine the relevance of the term “knowledge management” (KM) in the organizational context, and deliberates whether there is a need for rebranding of this field. It also enriches the understanding regarding the appropriateness of the term “KM,” which was chosen to represent the discipline.

Design/methodology/approach

This study adopted a qualitative research methodology, and a case study approach was followed by conducting 19 semi-structured in-depth interviews with international KM experts working in a global consulting firm. The data were analyzed using a thematic analysis method based on the grounded theory approach.

Findings

The findings provide empirical evidence that attempts are being made to move away from the label “KM” in certain knowledge-intensive organizations. This study sheds light on the challenges associated with this term, which leads some to believe that the name of the discipline needs to change.

Originality/value

The present pioneering research contributes to empirical knowledge through investigation of an unexplored scientific field. To the best of the authors’ knowledge, for the first time, its uniqueness can be established by the fact that the opinions of KM professionals are being heard regarding the “KM” label, as well as the need for a rebranding of this discipline in the organizational context. From a practical and strategic perspective, this study suggests that the research community and practitioners pay attention to attempts to shift away from the existing title identified in organizational practice.