| ABSTRACT |
In the contemporary knowledge-driven economy, an organization's ability to leverage its intellectual capital is a paramount determinant of its competitive advantage, innovation capacity, and long-term sustainability. Knowledge Management (KM) has emerged as a critical strategic discipline focused on the processes of creating, capturing, sharing, and applying knowledge to enhance organisational learning (OL) and boost productivity. This research paper investigates the synergistic relationship between KM practices, OL, and productivity outcomes. Through a systematic literature review, the study synthesizes existing models and empirical evidence to delineate the core KM processes—socialization, externalization, combination, and internalization (SECI model)—and their impact on individual, group, and organizational learning cycles. The paper proposes an integrated conceptual framework that links technological, cultural, and structural KM enablers to learning and productivity gains. A mixed-method methodology was employed, combining a quantitative survey of 150 mid-to-large-sized organizations with qualitative case study analyses of two firms renowned for their exemplary KM systems. The results demonstrate a strong positive correlation between the maturity of KM practices and metrics of both OL (e.g., rate of innovation, error reduction) and productivity (e.g., project completion time, operational efficiency). The findings underscore that successful KM implementation is not merely a technological intervention but a holistic strategy requiring a supportive culture, leadership commitment, and aligned organizational structures. The paper concludes by discussing the implications for managers and proposing directions for future research. |
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