Relevance and importance of KM dynamics – a primer for future research directions

Abstract

Research dealing with Knowledge Management (KM) has grown exponentially during the past three decades and more. In this regard, extant literature comprehends several facets of KM in organisation studies. They include the rationales/justifications for its rise in theory and practice; the relevant organisational conditions, structure, functions, processes, and concerns. The interfaces and relationships with different dimensions of organisational performance connected to the domain of KM research have increasingly appeared in a number of scholarly works (see, for example, Baskerville & Dulipovici, 2006; Denford & Chan, 2011; Grant, 1996; Schiuma et al., 2008; Venkitachalam & Ambrosini, 2017; Venkitachalam & Willmott, 2015; Von Krogh et al., 2001) that have identified problems and possibilities concerning managing changes in organisational knowledge management. Furthermore, studies indicate that KM was then at a pre-science stage within its development life cycle as an academic discipline, beginning with just a couple of works in the mid-1970s to several hundreds until recently (Wang et al., 2018). In recent times, fast-paced, disruptive business innovations and changing (volatile) markets have spawned varying environmental as well as internal dynamics for organisations. Allied to this trend, there is increasing evidence of hyper-connectivity and talent mobility in knowledge economies in the twenty-first century that have significantly contributed to the changing knowledge dynamics in organisations (Börejson & Löwstedt, 2017; Drucker, 1999; Kim & Rhee, 2009; Ramírez & Nembhard, 2004; Venkitachalam & Willmott, 2015). The term “dynamics” is not new and explicated in the dictionary as “those forces that produce change in any field or system” (Collins Dictionary, 2020). Over the last few years, scholars have recognised the importance and impact of dynamics in the management of knowledge by the influence of different environmental factors (Schiuma, 2009; Schriber & Löwstedt, 2018; Venkitachalam & Willmott, 2015). For example, external factors like competition, role of government regulation, changing industry boundaries, and technological advancements can contribute to the knowledge dynamics in organisations. Similarly, internal factors like leadership change, culture and politics within organisations, knowledge creation and innovation can create dynamics in organisational knowledge. As businesses today become increasingly interdependent, innovation in information and communication technologies (ICTs) for the knowledge economy (Drucker, 1999; Tsoukas, 1996) has contributed to the dynamics of strategic knowledge management involving codified and tacit knowledge in organisations. Likewise, the advancements in ICTs have fostered the expansion of organisational knowledge raising the need for its effective management and use by business organisations for gaining competitive advantage and by progressive governments for functional effectiveness. Furthermore, the understanding of dynamics is necessary for managers engaged with the development of KM strategy, dynamics in the implementation of different practices and possible resistance (Börejson & Löwstedt, 2017; Dragicevic et al., 2020; Schiuma, 2009) and the assessment of its performance (Kumar & Ganesh, 2011; Schiuma, 2012; Venkitachalam & Willmott, 2015). Therefore, effective design and execution of knowledge management strategies are essential for the development, productivity, and competitiveness of organisations. In this context, extant literature argues that managers responsible for decision-making often have a restricted understanding of strategic knowledge management in organisations (Venkitachalam & Willmott, 2015; Wang et al., 2016). When considering environmental dynamics, the earlier indicated external and internal factors can determine how well the documented and undocumented forms of knowledge can be strategically managed in organisations (Casselman & Samson, 2007; Donate & Pablo, 2015; Mojibi et al., 2015; Neeley & Leonardi, 2017; Venkitachalam & Willmott, 2015; Zheng et al., 2010). Therefore, the dynamics of knowledge management strategies play a vital role in the development and productivity (or performance) of knowledge workers in organisations. This special section attempts to map a new pathway in KM research by emphasising on the importance and role of dynamics of managing knowledge in organisations. Particularly, this special section tries to cover across all levels from strategy at the leadershiplevel, from structure to practices, processes, and productivity of knowledge work by knowledge workers in organisations. Clearly, this topic deserves attention now as both KM research and practice grow in KNOWLEDGE MANAGEMENT RESEARCH & PRACTICE 2023, VOL. 21, NO. 2, 211–215 https://doi.org/10.1080/14778238.2020.1851616