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The global pandemic and the resulting rapid and large-scale digitization changed the way firms recognized and understood knowledge curation and management. The changing…
The global pandemic and the resulting rapid and large-scale digitization changed the way firms recognized and understood knowledge curation and management. The changing nature of work and work systems necessitated changes in knowledge management (KM), some of which are likely to have a long-term impact. Using the lens of technology in practice, the purpose of this study is to examine the impact of technology agency on KM structures and practices that evolved across five knowledge-intensive global organizations. This study then argues that sustainable knowledge management (SKM) systems evolve in specific contexts.
This study adopts a qualitative case study design to examine five multinational knowledge-intensive global organizations’ KM systems and practices across diverse industry sectors.
Based on the findings, the authors develop SKM systems and practices model relevant to a post-pandemic organizational context. The authors argue that KM digitization and adoption support socialization in knowledge sharing. Further formalization through organizational enabling systems aids the externalization of knowledge sharing. Deliberate practices promoted with leadership support are likely to sustain in the post-COVID era. Further, organizations that evolved ad-hoc or idiosyncratic approaches to managing hybrid working are more likely to revert to legacy KM systems. The authors eventually theorize about the socialization of human-to-human and technology-mediated human interactions and develop the three emerging SKM structures.
This study contributed to practitioners and researchers by developing the various tenets of SKM.