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This paper aims to recommend implementation of the knowledge management (KM) strategy for a mental health organisation, an area that has, to date, limited attention in literature based on the factors that influence KM success.

A mixed-methods research was conducted to identify the organisational culture, resources, enablers and the influential factors of mental health knowledge management (MHKM). The data were collected in five referral mental hospitals and were analysed using quantitative, qualitative and triangulation methods.

The organisational culture has become a great barrier. Forty-three influential factors were identified. Otherwise, based on culture, resources, enablers and strengthen, weakness, opportunities and threaten (SWOT) analysed were adopted to propose ten of the critical success factors and were recommended into an implementation strategy.

The paper has proven that KM is a new and emerging discipline in Indonesia, especially on mental health care. This will contribute to the governmental policy of KM implementation and enforce the quality of services.

This result has the potential to leverage interdisciplinary KM research. It supports a mental health organisation in applying KM.

This study is probably the first to analyse factors that are of influence in an MHKM initiative programme.

This paper aims to further research on leadership and knowledge management through formal knowledge strategies in knowledge-intensive organizations (KIOs), and analyse knowledge management challenges and approaches within KIOs, especially tacit knowledge.

This paper is based on conceptual and literature research.

Managing knowledge as an organizational asset involves how knowledge is obtained, stored and organized, and accessed and shared when needed. This is crucial for KIOs. Knowledge that is not captured, understood and transferred, throughout the organization, is useless. This requires the integration of systems and processes with people and leadership. Tacit knowledge generation and transfer is especially important in KIOs. In particular, the success of KIOs depends crucially on management’s ability to give leadership in a way that supports knowledge-intensive teamwork. The global nature of internal and external knowledge networks adds to the leadership challenge. This can be made more complex by cultural differences, intellectual property protection (formal and informal) and talent scarcity.

Further research is needed to identify the types of KIO and to better understand sound common knowledge management and related leadership principles across all types of KIO and those that are more context-dependent on the type of KIO and/or its business and cultural context. More research is needed on policy making organizations, in-company policy-making research and development and creative industries.

The paper takes forward research on leading knowledge management in KIOs and introduces 14 challenging new papers in this specific field of research.