Organizational Knowledge Management Research Articles

Knowledge management as a strategic resource for organizational development

Relevance. Transformation processes in the modern economic environment are characterized as highly dynamic with accelerating rates at both the micro and macro levels of economic systems. The speed of transformations is constantly growing, making competition increasingly tough and forcing business entities to adapt to new business conditions. In these conditions, the formation of a knowledge management system as continuous management of an organization can become a useful tool and a key to acquiring competitive advantages for an organization.The purpose of the work is to determine the role of knowledge management as an important resource and a key factor in the economic success of an organization, allowing it to adapt to new business conditions.Objectives: to reveal the essence of knowledge management in organizations; to highlight the main problems associated with the need to identify and manage the organization's knowledge.Methodology. The following methods were used to solve the research objectives: process-functional, methods of analysis and synthesis, the concept of management effectiveness - to improve the methodological approach to assessing knowledge management in an organization, identifying areas for increasing the effectiveness of using knowledge in business processes; theoretical generalization - to identify the types of enterprise knowledge.Results. Knowledge management in an organization is a way to make a profit and ensure competitiveness in the long term. The introduction of the knowledge management concept into the enterprise management process has a multifaceted applied significance, which lays the objective prerequisites for acquiring sustainable competitive advantages in market conditions. management.Conclusions. The role of knowledge management is substantiated based on the thesis "knowledge is the main resource of economic development in modern conditions", which made it possible to establish the need for the formation and effective implementation of intellectual capital (education, science, professional training, development of creativity, innovation). It is proven that the results of using the organization's knowledge are innovative products and technologies, strategic competence and competitive advantages in the market, new organizational models of cooperation, accumulation and transfer of experience.

Making knowledge management transparent: a new perspective on KM processes integration in the organizational framework

PurposeWhile scholars agree on the complexity of knowledge management processes (KMPs), achieving a comprehensive understanding of these processes and how they integrate into the core organizational processes still proves challenging. In response to this research gap, this study presents a pioneering, inductive exploration into the views of chief knowledge officers (CKOs).Design/methodology/approachWe employed an interpretative multiple-case study methodology, conducting semi-structured interviews with 28 CKOs across diverse industry sectors. Thematic analysis was utilized to analyze the data.FindingsThe CKOs’ insights reveal that the degree of “superposition and overlap” between KMPs and business processes is pivotal to the effectiveness of both knowledge management (KM) and business operations. The study introduces the concept of “transparent KM,” where KM becomes an imperceptible yet indispensable element of the organizational structure. This challenges the conventional notion of KM as an isolated discipline and highlights the dangers of artificially segregating KMPs from core business processes, which can result in employee disengagement and managerial doubts about the value of KM.Originality/valueThis research contributes to a novel vision of KM, advocating for the seamless integration of KMPs into organizational processes. It suggests that KM should be considered a ubiquitous force that naturally enhances organizational workflows. Scholars, practitioners and company leaders, in designing business processes, should take into consideration their KM implications and, in turn, potentially reshaping the strategic role of KM in organizations.

The influence of environmental factors on knowledge management and innovation capacity

This study aimed to analyze the relationship between environmental factors, Knowledge Management (KM), absorptive capacity, KM maturity level, and innovation capacity. This research used a descriptive survey of the field and was carried out from a quantitative perspective through an online questionnaire. Then, a multivariate exploratory factorial analysis was carried out, which was followed by Structural Equation Modeling (SEM) to identify and verify significant relationships, both analyses were done using Partial Least Squares (PLS). The PLS-SEM results indicated a high level of significance in the relationship between the organizational environment and KM and innovation capacity respectively. Regarding the hypotheses posed by the research model, positive influences were found in the relationships between environmental factors and knowledge transfer, knowledge transfer and maturity level, as well as maturing level and innovation capacity. Hypotheses involving absorptive capacity were also confirmed. The research framework highlights factors that impact KM and assist in their practical application to reach a high level of knowledge maturity, thus conferring a constant strategic advantage in terms of innovation capacity. A model including organizational environment, knowledge transfer, absorptive capacity, knowledge maturity, and innovation capacity has never before been tested to the best of our knowledge. As for implications for the private sector, this study illuminates how these factors are related, influence each other, and contribute to increasing KM maturity and innovation capacity within a company.

Digital knowledge management in agile self-tuning organisations: a multiple case study

Purpose Given the evolution that knowledge management (KM) has undergone since the advent of the digital transition, the purpose of this paper is to evaluate how KM processes have changed as a result of agile organisations’ adoption of digital technologies. Design/methodology/approach Years have passed since the onset of the fourth industrial revolution, and the technologies unique to this revolution have permeated every organisation to varying degrees. Whether organisations have been at the forefront of technological innovation or have had to adapt to much more advanced digitised processes, they have had to change how they manage operations internally and with the remainder of the supply chain they serve. These changes have been much more significant for agile organisations, which rely heavily on digital systems and have strong supplier and customer interactions. Due to the large amount of data generated, these organisations are referred to as knowledge-intensive businesses, and as a result, their KM processes are of the utmost importance. For this reason, a multiple case study with a grounded theory approach has been implemented to carry out a field analysis. Findings The results show that Industry 4.0 technological advances can be included in the scientific debate on KM and agile innovation, given the effects that such technologies have on organisations. Originality/value In today’s increasingly connected world, these findings have the potential to generate significant economic value by improving coordination and collaboration in KM processes.

Leveraging Information Technologies for Organisational Learning and Knowledge Management: Enhancing Access and Educational Outcomes for Rural Students

PurposeThis study investigates the role of information technologies in enhancing organisational learning and knowledge management in South African rural universities, with the goal of improving access and educational outcomes for rural students. The research focuses on how digital tools can create more equitable learning environments and address the unique challenges faced by rural institutions. Study design/methodology/approachA scoping review of literature from 2000 to 2024 was conducted, employing the Diffusion of Innovation theory and Social Pedagogy Justice framework to analyse the impact of digital platforms on organisational learning and knowledge management in rural universities. The study examines how these tools can help bridge the gap between rural and urban students and address the challenges of limited resources and digital divides. FindingsThe study finds that information technologies can significantly improve organisational learning processes and knowledge management in rural universities by providing tools that promote inclusion and participation. Digital technologies, when thoughtfully implemented, can help reduce educational disparities by enhancing access to resources and supporting collaboration between students in urban and rural areas. The research suggests that a strategic approach to technology adoption, tailored to the local context, is key to achieving more equitable educational outcomes. Originality/valueThis research provides valuable insights for policymakers and educational leaders on how to leverage information technologies to advance social justice in education. By focusing on rural universities in South Africa, the study highlights the importance of addressing infrastructural and resource challenges while using digital tools to foster inclusion and equity. The findings offer practical strategies for enhancing the effectiveness of digital platforms in improving educational outcomes for traditionally underserved communities.

Organizational Culture and Knowledge Management in a Basic Education Educational Institution

There is a broad consensus that knowledge management represents an asset that can be used by different organizations as long as it is incorporated within the framework of an organizational culture. In this context, the research aimed to determine the influence of organizational culture on knowledge management in basic education institutions. Basic research taken from a non-experimental, correlational design, took a sample of 150 teachers. Standardized instruments were applied for both variables which had a good level of reliability. It was found that 51.3% of teachers characterized the organizational culture at a process level and 43.3% at the same level for Knowledge Management. The ordinal regression model allowed us to determine that the characteristics of the organizational culture configure a model for knowledge management. The Nagelkerke coefficient showed that organizational culture predicts 39.4% of knowledge management levels in basic education institutions.

Reexamining Knowledge Management Education in Higher Institutions of Learning in Africa: A South African Perspective

Abstract: For twenty-first-century higher education institutions to stay relevant in a rapidly evolving techno-economic environment, knowledge management (KM) education is crucial in their curriculum. KM education expands the theoretical underpinnings of the discipline, producing skilled and competent professionals to implement KM in organizations and businesses. Researchers have reported the lack of an educational career path for KM professionals and have advocated for the need to build a professional qualification that can serve to establish KM, with agreed and accepted entry requirements. KM at educational institutions is still emerging as an interdisciplinary research and teaching discipline, notwithstanding the fact that the concept emerged as an academic discipline in the 1990s. Although KM has been established at private- and public-sector organizations in Africa, it is yet to be integrated as a discipline at most of these institutions. Drawing from five different perspectives of KM, a guideline for KM education is presented comprising an integrated KM curriculum that includes every KM discipline. The article advocates for KM education at higher education institutions from an African perspective. Since the discipline is still maturing, KM researchers have advocated for an annual survey of KM education to track progress toward a mature academic discipline.

Future of knowledge management in investment banking: Role of personal intelligent assistants

Purpose: The study’s objective focuses on investigating the involvement of Personal Intelligent Assistants (PIAs) in the Knowledge Management Process (KMP) in Investment Banking Companies leading to Industrial Revolution 5.0 leading to effective Organizational Knowledge Management. Design/Methodology: A Self-administered Survey Questionnaire was circulated to 695 employees of Investment Banking Companies operating in Bangalore, Mumbai, Delhi, Hyderabad, Chennai, and Pune using the Cluster Sampling method. The Covariance-based Structural Equation Modelling (CB-SEM) and Gradient Boosting Regression technique of Machine Learning were used to validate the hypothesis through JASP V.18 Software. Knowledge Creation, Knowledge Sharing, Knowledge Retrieval, Knowledge Application, and Organizational Knowledge Management are the crucial constructs considered in the study. Findings: The results revealed that Knowledge Application is the most influencing factor in effective organizational Knowledge management among the Investment Banks followed by Knowledge Sharing. It also emphasizes that they have a weak Knowledge retrieval process and minimal efforts taken to create knowledge within these banks. Implications: The PIAs can facilitate effective Data Analysis and research in managing vast data eliminating the repeated tasks in portfolio reconciliation and offering personalized recommendations to manage portfolios. It enables in compliance, risk management, client relationship management, real-time monitoring and leveraged decision-making through predictive analysis.

The Relationship between Knowledge Sharing Capability and Competitiveness of Chartered Public Universities in Kenya

Purpose: The purpose of this study was to establish the relationship between knowledge sharing capability and competitiveness of chartered public universities in Kenya. Universities are knowledge intensive environments, and play a central role in the creation and dissemination of knowledge that they generate. Accordingly, it would be expected that such institutions would adopt proactive approaches to the incubation of knowledge management capability and strategies, and that they would have better insight on how to achieve and optimize the value of their knowledge assets. However, research has shown that this is not the case, and that the approaches adopted by universities are passive and inconsistent. In addition, although there is a strong body of research in the area of knowledge management in commercial environments, and growing interest in knowledge management in public sector organizations, there has been little research on knowledge management capability in universities. Methodology: The study adopted a descriptive design. The population of the research consisted of 31 chartered public universities authorized to operate in Kenya as at December 2020. The study adopted a census methodology while purposeful and convenient sampling was adopted to select respondents amongst the middle level management staff. The study used both secondary and primary data. A self-administered questionnaire was used as the primary data collection instrument. Out of 155 questionnaires that were sent out, 123 were filled and returned. Statistical Package for Social Studies (SPSS) was used for data analysis. The study used regression model to estimate the level of significance which yielded a positive and significant influence of knowledge sharing capability on competitiveness of chartered public universities in Kenya. Findings: The findings pointed out that knowledge sharing capability significantly influenced competitiveness of chartered public universities in Kenya. The public universities should therefore entrench knowledge management practices in their day to day operations in order to remain competitive. Unique Contribution to Theory, Practice and Policy: The study recommended that public universities should embrace knowledge sharing practices in their operations as it enhances competitiveness. One of very important factor in knowledge sharing is that university stakeholders should be accorded with formal, informal and virtual space to interact with each other for knowledge exchange.

Strategies and Determinants of Knowledge Management and Sharing in Healthcare Organizations: A Narrative Review

Background. Effective and efficient sharing of knowledge in health care can lead to the clarification of health data and dissemination of up-to-date health information among employees, decision-makers, and other stakeholders, thereby improving the probability of occurrence of desirable health outcomes. The current study aimed to identify the determinants of effective knowledge management and sharing in healthcare. Methods. This study was conducted to identify the facilitators and barriers of knowledge sharing in healthcare and also identify successful strategies in this field using the approach of review studies in 2023. A thorough literature review was conducted using relevant keywords in PubMed, Scopus, and SID databases and the Google Scholar search engine. Data extraction was done by two researchers using the data extraction table. The content analysis method was used to analyze the data. Results. Reviewing 21 studies revealed 176 determinants of knowledge management and sharing in healthcare organizations. Among the determining factors, 96 were facilitators, and 80 were barriers to knowledge sharing. After removing duplicate factors and merging similar cases, 54 facilitators and 55 barriers were obtained uniquely. The determining factors were classified into four categories: organizational factors, infrastructure factors, individual factors, and factors related to the information system. Also, 35 effective strategies for knowledge management in healthcare organizations were identified, the most important of which was related to the empowerment of managers in information technology (IT). Conclusion. The success of knowledge sharing in healthcare requires a strong IT infrastructure, supportive leadership, an organizational culture that governs knowledge development, commitment and cooperation among healthcare team members, and effective knowledge management.

Unpacking the relation between learning orientation and product innovation: Does strategic flexibility matter?

Abstract Learning orientation emphasizes the importance of learning from any experience. It is grounded on commitment to learn, shared vision, open‐mindedness, and knowledge sharing. Organizational knowledge management literature based on social complexity theory posits that learning orientation makes companies generate new knowledge through spontaneous multi-level iterations and self-organization. Challenges related to the current business environment requires companies to constantly adjust to remain competitive. Still, the mechanisms making learning-oriented companies more capable to develop innovative product have been scantly explored. Pertinent literature actually conjectures this relationship as spontaneous, directed, and unmediated. Moreover, Small and Medium Enterprises (SMEs)rarely represent the context of analysis of research on this topic. Frequently lacking resources to systematically pursue product innovation, SMEs rely on solutions deriving from the combination of internal knowledge and external sources; thus, these companies depend on learning orientation principles to remain innovative. In this vein, the research aims to understand how learning orientation allows product innovation in SMEs through the achievement of strategic flexibility. Structural equation modelling was used to analyse data from 300 British SMEs. The results demonstrate the mediating role of strategic flexibility in the relationships between learning orientation and product innovation. The importance of innovation culture also emerged.

From hiding to sharing: a knowledge hiding perspective on knowledge management in MNEs

Purpose Knowledge is a vital strategic resource for multinational enterprises (MNEs). As MNEs expand internationally, knowledge transfer through expatriates is a crucial part of the value proposition of outward foreign direct investment. However, this is undermined if knowledge is hidden rather than shared. Given the scarcity of research on knowledge hiding in MNEs, this paper aims to investigate this phenomenon among expatriates and develops a new framework to analyze knowledge hiding. Design/methodology/approach Survey data from 201 Chinese MNE expatriates is collected and analyzed using Partial Least Squares – Structural Equation Modeling to test the relationships between knowledge hiding, organizational practices, cultural intelligence and job embeddedness. Relevant organizational practices based on the ability-motivation-opportunity enhancing framework were identified, based on 24 semi-structured qualitative interviews which guided the quantitative analysis. Findings The direct effects of organizational practices on all types of knowledge hiding are limited. However, organizational practices’ influence on knowledge hiding is mediated by the cultural intelligence of expatriates, and this relationship is moderated by job embeddedness. Originality/value The research advances current thinking about knowledge management and outlines both theoretical and practical implications at organizational and societal levels. It explores the mechanisms for remedying knowledge hiding through organizational practices, including the interactive effects of cultural intelligence and job embeddedness among expatriates. Organizational knowledge management strategies in MNEs need to recognize cultural differences and improve job embeddedness to form the basis of successful knowledge transfer.

MODEL OF CHARACTERISTICS OF HIGH-PERFORMANCE ORGANIZATIONS INFLUENCING THE PERFORMANCE OF SMALL AND MEDIUM ENTERPRISES IN THE CENTRAL REGION OF THAILAND

Purpose: To develop a model that explores the characteristics of high-performance organizations and their impact on the performance of small and medium enterprises (SMEs) in the central region of Thailand. Theoretical framework: The performance of an organization involves two variables: 1.) Financial results, including metrics such as higher returns on assets (ROA), return on equity (ROE), leverage ratio, earnings growth, and return on investment (ROI) (The Stock Exchange of Thailand, 2022). 2.) Organizational leadership and governance results, emphasizing the pivotal role of senior leaders in organizational leadership and governance, financial accountability, legal compliance, ethical conduct, social responsibility, and community support was assessed using four aspects adopted from Kajornatthapol P. and Surachai U., (2011). Design/methodology/approach: The study analyzed international publications on blended learning in management and business, focusing on authors, journals, and cooperation between countries. It employed a quantitative approach, using a questionnaire to gather data from SME executives in Thailand's central region (3,283 cases). Sampling used nonprobability and purposive methods, with a sample size suitable for structural equation modeling (SEM). The questionnaire comprised four parts assessing organizational characteristics, performance, respondent information, and opinions. Financial results were evaluated on a 5-level scale. Content validity was ensured through expert evaluations, and reliability was confirmed via Cronbach's alpha (0.86) and item-total correlation (>0.30). Data were analyzed using descriptive statistics, confirmatory factor analysis, and various evaluation indices. The research aims to enhance understanding of high-performance SMEs in Thailand's central region. Findings: The research findings indicate a growing volume of studies on high-performance organizations in the context of SMEs in Thailand's central region, with a limited number of influential authors, institutions, and journals. The model developed successfully aligns with empirical data, revealing positive impacts of organizational leadership, strategic planning, customer focus, knowledge management, workforce focus, and operations focus on SME performance. These findings underscore the importance of promoting awareness of these factors within the Thai SME sector to foster more high-performance enterprises, aligning with Thailand's development goals. The research contributes valuable insights applicable not only locally but also globally, emphasizing the significance of sustainable practices aligned with Thailand 4.0 and collaborative efforts between government and private sectors for national sustainability. Research, Practical & Social implications: The research yields significant implications for research, practice, and society. It sets a foundation for future studies on high-performance organizations in SMEs, emphasizing leadership, strategic planning, and customer focus. Moreover, it enhances executive education by offering insights into organizational performance improvement. Practically, it guides SMEs in Thailand and beyond to optimize operations and achieve sustainable growth through the adoption of high-performance characteristics. Policymakers can leverage these findings to design initiatives supporting SME development, aligning with economic goals. Societally, the research underscores the importance of sustainability and responsible practices, advocating for knowledge management and strategic alignment with national plans. Collaboration between government, private sectors, and civil society is vital to promoting sustainable business practices and fostering inclusive growth. Originality/value: The research demonstrates a growing number of publications in the field of management and business, particularly in co-authorship with leading countries. It highlights the significance of the Model of Characteristics of High-Performance Organizations in understanding and enhancing SME performance in Thailand's central region, contributing to the existing body of knowledge.

Effects of strategic leadership on change management: examining the mediating roles of accountability, knowledge management, and organizational culture in public organizations: a study in Central Gondar, Ethiopia

Effects of strategic leadership on change management: examining the mediating roles of accountability, knowledge management, and organizational culture in public organizations: a study in Central Gondar, Ethiopia

Knowledge management practices and organizational commitment among employees of line-agencies in Sulu

The study investigated the organizational commitment and knowledge management practices of line-agency employees in Sulu, Philippines during the Fiscal Year 2023. Quota sampling (n=200) was carried out to sample the participants. Descriptive-comparative analysis was conducted to analyze the organizational commitment and knowledge management competence of the employees. Findings of the study revealed that employees are highly competent in various aspects of knowledge management, including knowledge acquisition, sharing, creation, codification, and retention. For organizational commitment, the employees demonstrated a high level of commitment to their organization, work, profession, and group work. Further analysis indicated that some demographic profiles (i.e., age, appointment status, length of service, and educational attainment) mediated the knowledge management competence of the employees. Similarly, some profiles (i.e., appointment status, length of service, and educational attainment) mediated their organizational commitment. Linear correlation revealed that the commitment and knowledge management competence were highly but not significantly correlated. Organizations should continue to invest in training and development programs to sustain and further improve these competencies. This study observed the importance of continuous investment in employee development, personalized management practices, and integrated organizational strategies to optimize both knowledge management and employee commitment.

The Role of Organizational Culture, Knowledge Management, and Employee Engagement on Turnover Intention

Indonesia is the world's largest palm oil producer and exporter in international trade. Although working in this field is quite promising, there are still many employees who have the intention to change jobs. This study aims to look at the influence of organizational culture, knowledge management, and employee engagement on the intention to move. This type of research uses mixed methods. Mixed Methods is a research method that combines quantitative research and qualitative research. In this research method using a sequential explanatory combination, starting with using quantitative methods and then expanding with qualitative and comparing the average results of both. In this study using a linearity test which is used to determine the regression model of the independent variable on the dependent. The population contained in this study is an affordable population of 1960 companies and an affordable population of 321 employees from Palm Oil Company Group. The sample in this study was 179 employees. The results of this study are 1) Organizational culture has a negative effect on turnover intentions, 2) knowledge management has a negative effect on switching intentions, 3) employee engagement has a negative effect on switching intentions.

For the sake of my job security: examining the effect of age-based stereotype threat on older workers’ knowledge hiding

Purpose Organizations can greatly benefit from the transfer of knowledge from older employees to younger generations. However, older workers often hesitate to share their expertise with their younger colleagues. Grounded in conservation of resources theory and the stereotype threat framework, this study aims at examining the negative impact of age-based stereotype threat on organizational knowledge management. Design/methodology/approach The authors developed a moderated mediation model and collected data from 219 older workers with a time-lagged design to explore the effect of age-based stereotype threat on older workers’ knowledge hiding. Findings The results showed that age-based stereotype threat could lead to knowledge hiding behaviors among older workers due to increased job insecurity, and leader-member exchange can potentially mitigate these effects. Originality/value The findings underscore the detrimental effect of age-based stereotype threat on organizational knowledge management and suggest that organizations should foster an age-inclusive environment to facilitate effective intergenerational knowledge transfer.

The Determinant Factor of Employee Engagement at Palm Oil Plantations Company in Central Kalimantan Province

With today's tougher business competition, many companies have realized how important human resources (HR) are. Organizational culture, knowledge management, and employee engagement are the keys to the success of human resources. This study aims to see the influence of organizational culture, knowledge management on employee engagement. This type of research uses mixed methods. Mixed Methods is a research method that combines quantitative research and qualitative research. In this research method using a sequential explanatory combination, starting with using quantitative methods and then expanding with qualitative and comparing the average results of both. In this study using a linearity test which is used to identify the regression model of the independent variable on the dependent variable, the study focused on a population of 1960 companies and 321 employees from the Palm Oil Company Group. The sample size consisted of 179 employees. The findings of the study are: 1) Organizational culture positively impacts employee engagement in Palm Oil Companies in Central Kalimantan Province, and 2) Knowledge management also has a positive effect on employee engagement in Palm Oil Companies in Central Kalimantan Province.

The Role of Organizational Culture on Knowledge Management and Green Innovation in Private Universities

Innovation for sustainability in private universities has emerged as a crucial area of research globally. The existing literature highlights the significance of organizational culture, knowledge management, and green innovation in achieving sustainability goals. This study aims to determine the influence of organizational culture on knowledge management and green innovation in private universities located in LLDIKTI Region II. A cross-sectional research design was employed, with data collected via questionnaires from a sample of 305 respondents from private universities in LLDIKTI Region II. The data were analyzed using the Smart PLS structural equation model to test the proposed hypotheses. The findings of this research align with human resource-based theory, which posits that organizational sustainability is determined by the strength of its internal resources. The results confirmed that organizational culture significantly influences knowledge management (Hypothesis 1) and green innovation (Hypothesis 2) in private universities within the specified region. The study also underscores that private universities function as quasi-public organizations that blend business principles with a social approach to meet community needs while maintaining high competitiveness in a globalized world. This research contributes to the body of knowledge by examining the multidimensional relationship between knowledge management processes, organizational culture, and green innovation in private universities. By exploring these interconnections, the study provides valuable insights for enhancing sustainability and competitiveness in higher education institutions. The study concludes that a strong organizational culture is essential for fostering effective knowledge management and promoting green innovation in private universities. Future research could expand the sample size and incorporate additional variables, such as organizational commitment, to deepen the understanding of the dynamics at play.

Unlocking value: exploring digital transformation's influence on knowledge management of national football associations

ABSTRACT Research question There is a lack of understanding of the role of digital transformation (DT) on the management of knowledge in sport organisations. This study addresses the relationship between DT and knowledge management (KM) and looks at how digital change affects KM processes, the value creation possibilities of generating and applying digital knowledge, and how the opportunities for staff in sport organisations to generate new knowledge are evolving. Research methods An exploratory qualitative study was conducted through semi-structured interviews with 82 executives from 43 different national football associations (NFA). The participating NFA were spread across all six continental associations (AFC, CAF, OFC, CONCACAF, CONMEBOL, UEFA). Results and findings Digital KM enables NFA to better understand fan and consumer behaviour, adapt offers, and make informed decisions. Digital KM is critical to optimising organisational performance, effectively engaging stakeholders, and driving innovation within the NFA. Human resources at all levels of the organisation and their attitudes, skills, and embeddedness in the change process are key success factors for digital KM. In the sports performance sector talent identification, talent development, and match analysis benefit considerably from digital KM. Implications NFA should invest in digital infrastructure, data analytics, and staff training to improve their digital KM. This enhances their capabilities for digital value creation and can thus promote their sustainable growth which will benefit football development.