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The purpose of this paper is to identify the information and communication technology management enablers (ICTMEs) and establish the hierarchical relationship among them using interpretive structural modelling (ISM) and analyse their driving and dependence power, using integrated ISM fuzzy-MICMAC analyses.

For identifying the ICTMEs, along with extensive literature review a large number of academicians and practitioners of repute are consulted. The contextual relationships between ICTMEs are established with the help of a well-established ISM methodology and further ICTMEs are analysed on the basis of their driving and dependence power and classified them into four different clusters by using fuzzy-MICMAC.

This paper has identified 25 key ICTMEs related to human resource, organization culture, technology, strategic planning, ICTM practices and organizational performance measurement and created a diagraph representing hierarchical relationship among them. Further these enablers are analysed and classified into four clusters on the basis of their driving and dependence power.

The developed relational model is based on the inputs of academicians and practitioners and any biasing from the person judging the ICTM enablers might influence the power of this model.

Top management of the organization could formulate and execute their strategies keeping in mind these identified critical enablers and relationship among them which will finally result into higher performance of ICTM.

This is the first kind of study which has identified 25 key enablers of ICTM, established hierarchical relationship among them and analysed them on the basis of their driving and dependence power using integrative ISM fuzzy-MICMAC analysis.

The emergency of the COVID-19 pandemic has affected organizations differently, leading to adopting alternative business operation models, including digital technologies. The rapid adoption of digital technologies during the COVID-19 pandemic demonstrates how adaptive technologies intersect with human and social institutions in potentially risky or inequitable ways. However, the sustenance of the digital transformations (DTs) induced by the COVID-19 crisis is still unclear. Thus, this study aims to evaluate the sustenance of DTs accelerated by the emergence of the COVID-19 pandemic response in the Tanzanian context amid the crisis.

The study used a qualitative approach that included a literature review and semi-structured interviews with Information and Communication Technology (ICT) personnel from selected public institutions in Tanzania. The interviews elicited interviewees’ perspectives on the following: the digital revolution that occurred during the COVID-19 outbreak; how it affects their work; and the country’s future digital landscape. Additionally, a literature analysis established and generalized the practices used by the governments during the COVID-19 crisis.

The results show that there is enormous, colossal press toward adopting digital solutions. The use of digital technologies, such as digital payments, e-commerce, telemedicine and online education, has attracted the attention of businesses and individuals in Tanzania. Consequently, the move has enabled the country to cope with the cascading impacts of the COVID-19 pandemic and progressive economic recovery to achieve its development goals. Furthermore, the findings offer policy strategies for taking the induced DTs to the next level and sustaining it.

This study reports the lessons from the DTs induced by COVID-19 and their sustenance. It also contributes toward forward-thinking reforms and policy measures that could help Tanzania and the likes harness the DTs'’ potential in the wake of the pandemic.

The purpose of this paper is to examine the gap between knowledge management (KM) practices and key strategic enablers in public universities. For this purpose, a 57‐item survey on two dimensions – “use” and “importance” – was used as the instrument for this study.

The questionnaire was administered to academics of four public universities which fall under the Malaysian Technical University Network.

The results from 191 responses show that the academics of public universities find the KM practices and key strategic enablers to be important but are not used as much.

This research has overcome the gaps identified through the use of a set of KM practices and key strategic enablers. These variables could be replicated in different settings, across different economies, with the possibility of incorporating more constructs. The small sample size and the cross‐sectional nature of the study suggest that a larger sample size through a longitudinal study is required in future research.

The recommendations proposed will provide strategic directions for the management of public universities to deal more effectively with the KM practices and key strategic enablers.

This study has extended knowledge in KM, specifically concerning the importance and use of key strategic enablers of KM. Moreover, it is amongst the first empirical works to examine the use and importance of KM practices and key strategic enablers in unison.

This purpose of this paper is to assess the perceived importance and actual implementation of four knowledge management (KM) strategies, i.e. culture; leadership; information technology; and measurement, in the Malaysian telecommunication industry.

Data were collected from 289 telecommunication organizations in Malaysia and analyzed using indices and parametric statistics.

The paired t‐test results show significant differences among all the KM strategies in terms of their importance and actual implementation. Strategies such as technology, culture and leadership are moderately implemented, with measurement being the least implemented factor.

This paper focuses on KM implementation rather than on learning and knowledge utilization.

Malaysian telecommunication organizations should give equal attention to the implementation of all the four KM strategies. They need to have proper planning and overcome any problem or difficulty for the four KM strategies to be implemented smoothly, and subsequently narrow the gaps between the perceived importance and actual implementation of these strategies. Such viable practice will significantly help the government of Malaysia to achieve the K‐Economy status and Vision 2020.

This study is perhaps one of the first to empirically investigate and compare the perceived importance and actual implementation of the four KM strategies in the Malaysian telecommunication industry.

The purpose of this paper is to assess the perceived importance and actual level of implementation of five preliminary success factors, four knowledge management (KM) strategies and three KM processes towards the performance of the Malaysian telecommunication industry.

A questionnaire survey was conducted on telecommunication companies based on a convenience sampling technique. Data were analyzed using paired t‐tests and multiple regression analyses.

The results show that Malaysian telecommunication organizations view all the KM preliminary success factors, strategies and process as important and critical but fall short of implementation. K Audit, K Map, leadership, measurement, construction and embodiment are the variables that have the largest gap between perceived importance and actual implementation. For perceived importance, culture is the only important variable associated with organizational performance whereas for actual implementation, both business strategy and construction process are found to be significantly associated with organizational performance.

This paper was conducted in only one industry in Malaysia. Furthermore, it focuses on KM implementation rather than on learning and knowledge utilization. This paper provides a framework for developing an instrument for assessing the use of preliminary elements in the Malaysian telecommunication industry. Telecommunication organizations have to overcome problems identified and enhance their implementation level in order to achieve better organizational performance.

This paper has extended knowledge in KM, especially concerning implementation issues at the beginning stage of KM. Moreover, it is among the first empirical work to specifically examine preliminary success factors, processes and strategies that affect the preliminary implementation of KM.