Purpose

This study aims to address a persistent gap in the knowledge management (KM) field: the disconnect between conceptual models and the lived realities of KM implementation. While KM literature has advanced theoretically, existing frameworks often lack empirical grounding and fail to reflect the systemic, contextual and adaptive nature of KM in practice. The study’s objective is to develop a robust, empirically informed framework that captures the complexity of KM as experienced by practitioners and shaped by organizational realities.

Design/methodology/approach

Data were collected between 2020 and 2024 through in-depth interviews and two focus groups with 52 KM professionals from multiple sectors, complemented by 18 months of ethnographic fieldwork in three organizations (finance, government and digital services). Analysis employed grounded theory principles and thematic coding, guided by Gioia’s inductive methodology.

Findings

The study identifies a multidimensional KM framework comprising seven interrelated components: (1) Knowledge Strategy, (2) Governance and Leadership, (3) Knowledge Flow Processes, (4) Content and Contextualization, (5) Technological Infrastructure, (6) People and Organizational Culture and (7) Measurement and Evaluation. KM is conceptualized as a dynamic system – structured yet adaptable – where each component reinforces and is reinforced by the others. The model evokes a navigation metaphor, positioning KM as a strategic enabler of innovation, resilience and alignment.

Originality/value

The model offers a dual contribution to theory and practice. It reconceptualizes the underdeveloped “process” dimension of the People–Process–Technology framework as a systemic domain, enhancing its theoretical precision. Unlike top-down constructs, it emerges from practitioner experience, bridging academic abstraction and organizational reality. Practically, it provides a structured yet flexible roadmap for diagnosing capabilities, identifying gaps and guiding KM design and implementation across diverse contexts.

https://doi.org/10.1108/JKM-08-2025-1169

Nakash, M. (2026). The Hidden Layers of Knowledge Management Processes: A Multidimensional Framework for Organizational KM Excellence. Journal of Knowledge Management, 30(11), 189-213.