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.