Knowledge Management in Post-Pandemic Organizations
Keywords:
Knowledge management, Organizational resilience, Digitization, organizational learning, Adaptive leadership
Abstract
This article examines how knowledge management has contributed to strengthening organizational resilience in post-pandemic contexts. Using a mixed methodology based on a systematic literature review and a comparative case analysis of five organizations in Latin America and Europe, three strategic pillars were identified: knowledge digitization, continuous learning culture, and adaptive leadership. These components form the basis of the Resilient Knowledge Management Model (GCR), an integrative framework that enables organizations to prepare for, adapt to, and innovate amid uncertainty. The study provides both theoretical and empirical evidence supporting knowledge management as a strategic capability for organizational sustainability, innovation, and transformation in the post-COVID-19 world.Downloads
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References
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Cerchione, R., & Esposito, E. (2017). Using knowledge management systems: A taxonomy of SME strategies. International Journal of Information Management, 37(1), 1551–1562. https://doi.org/10.1016/j.ijinfomgt.2016.10.007
Deloitte. (2020). The future unmasked: Predicting the future of healthcare and life sciences in 2025. https://www2.deloitte.com/
Duchek, S. (2020). Organizational resilience: A capability-based conceptualization. Business Research, 13, 215–246. https://doi.org/10.1007/s40685-019-0085-7
Durst, S., & Zieba, M. (2019). Mapping knowledge risks: Towards a better understanding of knowledge management. Knowledge Management Research & Practice, 17(1), 1–13. https://doi.org/10.1080/14778238.2018.1538603
Dwivedi, Y. K., Hughes, D. L., Coombs, C., Constantiou, I., Duan, Y., Edwards, J. S., ... & Upadhyay, N. (2021). Impact of COVID-19 pandemic on information management research and practice: Transforming education, work and life. International Journal of Information Management, 55, 102211. https://doi.org/10.1016/j.ijinfomgt.2020.102211
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Guszcza, J., Mahoney, S., Small, M., & Kose, S. (2020). Human-centered AI: The new frontier. Deloitte Insights. https://www2.deloitte.com/us/en/insights/focus/cognitive-technologies/human-centered-ai.html
Herbane, B. (2019). Rethinking organizational resilience and strategic renewal: A framework for research. International Journal of Management Reviews, 21(1), 85–104. https://doi.org/10.1111/ijmr.12182
Jobin, A., Ienca, M., & Vayena, E. (2019). The global landscape of AI ethics guidelines. Nature Machine Intelligence, 1(9), 389–399. https://doi.org/10.1038/s42256-019-0088-2
Lengnick-Hall, C. A., Beck, T. E., & Lengnick-Hall, M. L. (2011). Developing a capacity for organizational resilience through strategic human resource management. Human Resource Management Review, 21(3), 243–255. https://doi.org/10.1016/j.hrmr.2010.07.003
Linnenluecke, M. K. (2017). Resilience in business and management research: A review of influential publications and a research agenda. International Journal of Management Reviews, 19(1), 4–30. https://doi.org/10.1111/ijmr.12076
Massaro, M., Dumay, J., & Garlatti, A. (2015). Public sector knowledge management: A structured literature review. Journal of Knowledge Management, 19(3), 530–558. https://doi.org/10.1108/JKM-11-2014-0466
Nonaka, I., & Takeuchi, H. (1995). The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation. Oxford University Press.
Pereira, V., Temouri, Y., & Malik, A. (2022). Managing knowledge in times of crisis: How do MNEs foster organisational learning during COVID-19?. Journal of Business Research, 141, 143–155. https://doi.org/10.1016/j.jbusres.2021.11.043
Ranjbari, M., Esfandabadi, Z. S., Zanetti, M. C., Scagnelli, S. D., & Chiarini, A. (2021). Three pillars of a circular business model: Insights from a systematic review. Sustainable Production and Consumption, 28, 121–138. https://doi.org/10.1016/j.spc.2021.03.022
Sánchez, M., Palacios-Marqués, D., & Peris-Ortiz, M. (2020). Knowledge management and learning agility in turbulent environments. Journal of Innovation & Knowledge, 5(1), 54–61. https://doi.org/10.1016/j.jik.2019.01.004
Sutcliffe, K. M., & Vogus, T. J. (2003). Organizing for resilience. In K. S. Cameron, J. E. Dutton, & R. E. Quinn (Eds.), Positive Organizational Scholarship (pp. 94–110). Berrett-Koehler.
Tangi, L., Janssen, M., & Benedetti, M. (2022). Digital transformation of public administration: A framework to capture key dimensions. Government Information Quarterly, 39(1), 101654. https://doi.org/10.1016/j.giq.2021.101654
Vial, G. (2021). Understanding digital transformation: A review and a research agenda. The Journal of Strategic Information Systems, 30(2), 101625. https://doi.org/10.1016/j.jsis.2020.101625 Duchek, S. (2020). Organizational resilience: A capability-based conceptualization. Business Research, 13, 215–246. https://doi.org/10.1007/s40685-019-0085-7
Published
2024-09-02
How to Cite
Carreón Muñoz, E., & Carreón Muñoz, E. (2024). Knowledge Management in Post-Pandemic Organizations. IJMSOR: International Journal of Management Science & Operation Research, 9(1), 17-27. Retrieved from https://ijmsoridi.com/index.php/ijmsor/article/view/144
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