Dieter Ahlert, Rainer Olbrich, Peter Kenning and Hendrik Schroeder
Janek Richter, Dirk Basten, Bjoern Michalik, Christoph Rosenkranz and Stefan Smolnik
Based on an exploratory case-based approach, the purpose of this paper is to open the KM black box and examine the relationships that link knowledge management (KM) inputs (i.e…
Abstract
Purpose
Based on an exploratory case-based approach, the purpose of this paper is to open the KM black box and examine the relationships that link knowledge management (KM) inputs (i.e. knowledge resources and KM practices) via knowledge processes to KM performance. This paper aims to identify the underlying mechanisms and explain how KM performance is enabled.
Design/methodology/approach
This in-depth case study conducted at a medium-sized consultancy in the supply chain management industry empirically examines knowledge flows to uncover the relationships between KM inputs, knowledge processes and KM performance. We adopt the viable system model (VSM) as a theoretical lens to identify KM mechanisms.
Findings
By identifying six KM mechanisms, we contribute to the theoretical understanding of how KM inputs are interconnected and lead to KM performance via knowledge processes.
Originality/value
Based on the insights gained, we provide propositions that organizations should consider in designing viable KM. Our findings help organizations in understanding their KM with the help of knowledge flow analysis and identifying how critical KM elements are interconnected.