Understanding the key factors influencing knowledge management in business environments: a systematic review

2.1 Knowledge management

Knowledge Management (KM) is a systematic approach to capturing, sharing, and utilizing organizational knowledge to drive innovation, improve efficiency, and gain competitive advantage.¹⁷ Knowledge is considered a critical asset for organizations, encompassing best practices, decision-making processes, and creativity that are difficult for competitors to replicate. KM emerged to standardize creating, disseminating, and applying informational assets within businesses to promote growth and competitive edge. It involves the strategic management of intellectual resources, which is essential for creating value and fostering organizational success.² Research indicates that effective KM practices are integral to corporate sustainability, as organizations rely on acquiring and applying new knowledge to build core competencies and ensure long-term success.¹⁸

Aligning knowledge management with organizational objectives supports sustainable growth and strengthens long-term competitiveness. Recent studies highlight the significant impact of KM capabilities on improving organizational performance.¹¹ Nonetheless, knowledge must be tailored to the organization’s unique context. Knowledge is recognized as an essential resource for generating value and maintaining competitive advantages in a volatile environment.¹⁹ Additionally, the methods through which knowledge is generated and applied within companies are key, inimitable competencies that managers must identify and develop to foster lasting competitive advantages.²⁰ Effectively managing knowledge is vital for organizations aiming to stay competitive and sustainable in an ever-changing business environment. By aligning KM practices with organizational goals and adapting them to specific contexts, companies can enhance performance, create value, and maintain a long-term competitive edge.

Knowledge management is key in supporting organizational learning and adaptability by capturing insights from past experiences and promoting reflection and feedback. These processes enhance a firm’s resilience and agility, allowing it to thrive in dynamic environments. Additionally, KM helps preserve valuable knowledge assets in the face of technological changes, mitigating risks and ensuring their effective use to maintain a competitive edge.⁷ To fully leverage the competitive advantages of information management, managers need to adopt supportive attitudes and a human-centered mindset, which can motivate employees to embrace new and existing knowledge. On the other hand, a closed-minded workforce and rigid management styles can undermine knowledge management efforts, ultimately stifling innovation and reducing the organization’s ability to adapt.²¹ Successful knowledge management drives organizational learning, flexibility, and innovation. By fostering a culture of support and ensuring that valuable knowledge is preserved and applied effectively, organizations can adapt to changing environments and sustain their competitive edge.

2.2 Systematic literature review

A systematic literature review (SLR) is a methodical approach to research that involves gathering and evaluating studies on a specific topic. It serves various functions, such as identifying, reviewing, analyzing, and interpreting studies that address particular research questions. SLRs are often vital for shaping a research agenda, forming part of a dissertation or thesis, or assisting with research grant proposals. This method is widely used by researchers and scholars to review scientific literature, as it helps reduce bias and subjective interpretations of the results. SLR provides a comprehensive overview of research trends, their effectiveness, and the scope of earlier studies in a given field.²²

A systematic review adheres to established methodologies and guidelines for thoroughly searching, filtering, reviewing, evaluating, interpreting, synthesizing, and presenting findings from various publications on a specific subject. Its goal is to compile the most complete set of relevant literature, assess the quality of individual studies, and exclude those of low quality. With its comprehensive documentation of processes and assumptions, an SLR is designed to be replicable, often requiring a team of at least two people to minimize bias. Although time-consuming, the rigorous process of SLRs ensures they are a highly reliable source of evidence on a given topic. The PRISMA statement, introduced in 2009 by an international group of healthcare researchers, was developed to enhance the methodological rigor and quality of SLRs and meta-analyses. Initially intended for reviewing randomized trials, PRISMA has since been adapted to a range of research types. The systematic review process consists of several crucial steps: formulating the research question, forming a review team, defining search areas and sources, performing a systematic search, critically analyzing the data, interpreting the findings, and reporting the results.²³

3.1 Literature search strategy

The literature search was systematically designed to investigate and gather various comprehensive sources discussing knowledge management. This study uses the SLR approach suggested by.²² Conducted in January 2025, the systematic literature review followed the Preferred Reporting Items for Systematic Reviews and Meta-Analysis (PRISMA) guidelines. A multi-database search strategy was employed, leveraging leading academic platforms such as Scopus. The search utilized keywords and phrases relevant to Knowledge Management.

The review targeted publications from 2020 to 2024 to ensure coverage of the most recent developments in Knowledge Management research. This approach seeks to provide a thorough and nuanced understanding of various perspectives and findings in the field. A PRISMA flow diagram was created and shown in Figure 1 to detail the article selection process.

Figure 1. PRISMA Flow diagram.

3.2 Inclusion criteria

This study involved a manual article review process in four stages, including title, abstract, and full-text review. Relevant sources were defined through specific inclusion and exclusion criteria to guarantee their relevance and quality. The following inclusion criteria (IC) were used as guidelines for the systematic literature review to ensure the selection of relevant and high-quality studies:

3.3 Information source

This study conducted an information search using online databases containing extensive collections of scholarly articles, such as Elsevier’s Scopus, which includes more than 25,000 peer-reviewed journals. Scopus was chosen as the primary source of information due to its broad coverage of research articles, ensuring a comprehensive representation of the existing literature on global consumer behavior. Articles not fully accessible were also excluded in this study to ensure that all selected studies were available for thorough analysis and evaluation.

3.4 Study selection

3.5 Data extraction and analysis

Key information, including authors, publication year, contextual scope, study objects, primary purpose, and recommendations, were systematically collected from the selected sources using a standardized approach. This comprehensive process ensured a structured analysis and data comparison across diverse studies. The synthesis of findings was designed to effectively address the research questions while considering geographical and contextual variations, thereby enhancing the relevance and applicability of the results to the research area.

4.1 Result and qualitative synthesis

The research data from the SCOPUS database was retrieved using the following search terms: TITLE-ABS-KEY (“Knowledge Management”) AND (LIMIT-TO (DOCTYPE, “ar”)) AND (LIMIT-TO (SRCTYPE, “j”)). The initial search resulted in 33,871 articles. These articles were then filtered and selected based on the inclusion criteria specified in IC1, IC2, and IC3 by reviewing their titles, abstracts, and keywords. This screening process reduced the selection to 228 articles, which were fully reviewed. After completing this thorough selection, 44 articles were chosen for further examination.

From the 33.871 articles identified through Scopus, published between 2020 and 2024, these studies employed quantitative research approaches and explored various aspects of knowledge management across different countries and industries. A qualitative analysis was also conducted on the 44 selected articles, as shown in Table 1.

The chart in Figure 2 shows the progression in the number of publications focusing on knowledge management over the years. Between 2020 and 2022, the number of documents increased considerably, indicating a rising interest in knowledge management as a research area. This growth could be linked to heightened awareness of its role in supporting digital transformation and organizational adaptability. By 2023, the number of publications reached its peak, exceeding 1,100, showcasing the topic’s prominence and relevance during that year. However, a slight decline in the number of documents occurred in 2024, which may point to a shift in research priorities, the conclusion of significant studies, or natural variations in publication patterns. The chart reflects the growing importance of knowledge management as a research field, driven by organizational demands in an increasingly digital and dynamic environment.

Figure 2. Distribution of selected studies over 5 years.

4.2 Discussion

This systematic review explores the key factors influencing knowledge management in business environments, analyzing 44 articles published between 2020 and 2024. The studies reviewed cover various aspects of knowledge management, including methodologies, dimensions, and geographic contexts, offering a comprehensive understanding of its dynamics in organizational settings. The findings highlight the impact of leadership, technology, entrepreneurship, strategic orientation, learning orientation, human resources, high-performance work systems, and innovation on knowledge management practices. This review seeks to integrate findings from these studies to enhance theoretical models and offer actionable recommendations for improving knowledge management across various business contexts. The discussion will focus on the importance of each variable and explore the challenges associated with their application based on the insights gathered from the selected articles.

4.2.1 Leadership

The ten reviewed studies highlight that leadership is vital in enhancing knowledge management (KM) within organizations. Leadership styles, such as transformational, sustainable, clinical, and strategic leadership, drive KM practices, fostering innovation, improving performance, and contributing to organizational sustainability. For instance, Achmad and Wiratmadja²⁴ demonstrate how sustainable leadership enhances KM practices to support frugal innovation and long-term performance in SMEs. Similarly, Kılıç and Uludağ¹⁶ and Sapta et al.⁴³ emphasize the significant role of transformational leadership in promoting knowledge sharing and creation, leading to improved performance in public institutions and traditional organizations. Furthermore, Al-Sous et al.¹⁹ highlight the impact of knowledge-oriented leadership in fostering innovation performance through enhanced KM processes in Jordanian manufacturing firms.

Several studies also explore KM and organizational culture’s mediating and moderating roles in leadership-KM relationships. Ferede et al.²⁵ identify KM as a key mediator between strategic leadership and organizational change, emphasizing the importance of accountability and cultural integration. Similarly, Makiah et al.³⁶ show how clinical leadership in healthcare promotes patient safety culture by leveraging KM to facilitate knowledge sharing and organizational learning. Chung and Espinoza⁸ further reveal that organizational culture strengthens the positive influence of transformational leadership on KM in academic institutions, highlighting the importance of a collaborative and adaptive culture. Additionally, studies such as Rezaei et al.⁹ and Hossain et al.¹⁸ demonstrate the role of KM in mediating leadership’s influence on sustainable performance, underscoring its critical importance in leveraging human capital and ensuring long-term organizational success.

These findings collectively underline the central role of leadership in fostering a knowledge-driven culture and optimizing KM practices. Leadership styles prioritizing collaboration, innovation, and accountability enable organizations to harness KM as a strategic tool for achieving competitive advantage, innovation, and sustainability. However, challenges such as resource constraints and resistance to knowledge sharing highlight the need for tailored leadership approaches and strategic investments in KM systems to maximize their impact. Leadership remains a cornerstone in driving effective knowledge management across various sectors, fostering collaboration, innovation, and adaptability. By addressing existing challenges and exploring new approaches, leadership can further optimize knowledge management practices, ultimately supporting organizational growth and long-term success in an ever-evolving global landscape.

4.2.2 Technology

Technology has emerged as a cornerstone in advancing knowledge management (KM) processes across diverse sectors, from education to government and private enterprises. Aljehani et al.¹⁷ emphasize that integrating big data analytics (BDA) significantly enhances KM by enabling organizations to extract, store, and apply actionable insights that drive organizational performance. Similarly, Ramírez et al.⁴¹ demonstrate the role of digitalization in fostering innovation capabilities through effective KM strategies, highlighting how digital tools optimize resource utilization and enhance decision-making processes. In the context of SMEs, Jasin et al.²⁷ reveal that digital literacy empowers employees to leverage KM for process innovation, suggesting that technology facilitates knowledge sharing and utilization at all organizational levels.

Moreover, advanced technologies such as artificial intelligence (AI) and knowledge management systems (KMS) further strengthen KM practices. Mahboub and Ghanem²⁹ show that AI enhances knowledge acquisition, distribution, and application, significantly boosting organizational performance in the banking sector. Abu-Alsondos² emphasizes the role of KMS in facilitating collaboration and knowledge-sharing activities, improving decision-making and operational efficiency when aligned with organizational strategies. Shafiee et al.¹⁰ further elaborate on the importance of technology in supporting KM, illustrating its role in simplifying processes and ensuring knowledge accessibility within universities. These studies collectively underline the transformative role of technology in enhancing KM by enabling seamless communication, fostering collaboration, and driving innovation.

Several studies show that technology’s impact on KM extends to broader organizational outcomes. Susanto and Makmur³¹ highlight how IT adoption in e-government frameworks improves public services and administrative efficiency while enabling robust KM practices. Rezaei et al.⁹ explore KM implementation in Afghanistan’s Kabul Steel Plant, demonstrating that while technology positively influences KM, its success is amplified with leadership, organizational culture, and trust. In conclusion, integrating technology into knowledge management practices has proven to be a transformative force in driving innovation and organizational performance. By addressing challenges such as digital literacy gaps, resource limitations, and integration complexities, organizations can fully leverage technology’s potential to create a sustainable competitive advantage and adapt to the demands of an increasingly digital and knowledge-driven world.

4.2.3 Entrepreneurial

As the three reviewed studies highlighted, entrepreneurial orientation (EO) is crucial in shaping and enhancing organizational knowledge management (KM). These articles collectively demonstrate how entrepreneurial behaviors such as innovativeness, proactiveness, and risk-taking positively influence KM processes, which, in turn, contribute to improved firm performance and innovation. Sumathi and Padhy²⁸ highlight how an entrepreneurial culture in the electric vehicle sector in India drives technological innovation through KM, emphasizing the importance of knowledge acquisition, sharing, and utilization. Similarly, Kusa et al.³⁴ identify KM as a critical mediator between EO dimensions and firm performance, demonstrating how entrepreneurial behaviors promote knowledge creation and sharing as strategic resources for competitive advantage. Additionally, Kusa et al.⁶ further reveal the causal relationship between EO and KM, showing that entrepreneurial efforts enhance KM practices and contribute to organizational growth and competitiveness.

The studies collectively underline the significance of integrating entrepreneurial behaviors with KM to unlock innovation and sustain competitive advantages. Entrepreneurial orientation encourages aligning KM practices with strategic decision-making, enabling firms to capitalize on opportunities and navigate market dynamics effectively. However, challenges such as limited resources, underdeveloped KM systems, and industry-specific constraints highlight the need for further research. Addressing these challenges will enable organizations to strengthen the synergy between entrepreneurship and KM, ensuring sustainable growth and innovation. Fostering a strong alignment between entrepreneurial orientation and knowledge management is essential for organizations to drive innovation, sustain competitive advantage, and adapt to dynamic market environments. By addressing existing challenges and leveraging entrepreneurial behaviors, firms can optimize knowledge processes for long-term growth and success.

4.2.4 Strategic orientation and knowledge management

Effective strategy is dynamic, adaptive, and rooted in clearly understanding an organization’s vision, mission, and objectives. A well-defined strategy ensures that KM is not an isolated function but an integrated component of the organization’s overall direction. This alignment allows organizations to capture, share, and apply knowledge to support innovation, enhance decision-making, and improve operational efficiency. Abazeed⁴⁶ demonstrates that strategic capabilities, such as marketing and management, significantly enhance KM by aligning internal resources with market opportunities, particularly in the banking sector. Similarly, Abuanzeh et al.³ emphasize the impact of strategic agility on KM, showing that agility enables organizations to adapt to rapid market changes and improve their knowledge-sharing processes, ensuring competitiveness and sustainability. Abu-Alsondos² adds that a well-defined organizational strategy is essential for the success of knowledge management systems (KMS), as it ensures that KM practices are aligned with corporate objectives, fostering resource optimization, knowledge sharing, and innovation.

Rezaei et al.⁹ further highlight the importance of aligning KM initiatives with strategic objectives to foster knowledge sharing, innovation, and organizational learning. KM efforts may lack direction without a coherent strategy, resulting in suboptimal outcomes. Collectively, these studies underscore that strategic integration is pivotal to the success of KM, ensuring its alignment with organizational goals and enhancing adaptability, innovation, and performance. Future research should explore the influence of different strategic frameworks on KM effectiveness across industries and cultural contexts to provide deeper insights into their interplay.

4.2.5 Learning orientation and knowledge management

Qin et al.¹¹ emphasize that fostering a continuous organizational learning culture significantly improves KM practices, particularly in the Chinese IT sector. By embedding learning-oriented practices, organizations can optimize knowledge sharing, storage, and application, which is essential for navigating rapid technological changes and achieving sustainable performance. Similarly, Al-Sous et al.¹⁹ highlight the importance of integrating e-learning systems with KM in Jordanian manufacturing companies. Their findings show that e-learning enhances knowledge transfer, storage, and utilization as a strategic component of organizational learning, creating a dynamic environment that supports KM processes and improves organizational performance. Together, these studies underscore that cultivating a strong learning culture and leveraging technology-enabled learning systems are crucial for strengthening KM frameworks and ensuring adaptability and competitiveness in dynamic environments.

4.2.6 Innovation and knowledge management

Innovation is deeply interconnected with the effective management of knowledge within an organization. KM facilitates innovation by providing the tools and processes to capture, share, and apply knowledge. This includes leveraging organizational knowledge to generate new ideas, fostering collaboration, and integrating knowledge into decision-making processes. Hussien et al.¹⁴ highlight that sustainable innovation fosters KM by improving organizational processes and integrating innovative practices that align with knowledge management systems. Their study on SMEs in Saudi Arabia demonstrates how sustainable innovation supports the development of IT capabilities and KM practices, contributing to improved business performance. Similarly, Kanaan et al.¹³ emphasize the role of open innovation in entrepreneurial firms, illustrating that KM mediates the relationship between open innovation and organizational performance. This mediation demonstrates KM’s pivotal role in utilizing innovation to enhance stakeholder relationships and achieve competitive advantages.

Nyuga and Tanova⁷ provide additional insights, focusing on the hospitality industry in Cameroon. Their study shows how technological innovation positively influences KM by enabling efficient collection, organization, and information sharing. When paired with technological advancements, they found that KM systems significantly enhance operational efficiency and service quality, contributing to sustainable competitive advantages. Organizations can better adapt to market demands and technological changesby fostering a culture of innovation and knowledge exchange.

These studies collectively demonstrate the integral role of innovation in enhancing KM practices. Sustainable and technological innovations enable organizations to optimize KM systems, fostering a culture of continuous learning and adaptation. By leveraging innovation, organizations can effectively utilize knowledge, thus gaining a competitive edge and driving long-term success.

4.2.7 Human resource

HR functions such as recruitment, training, performance management, and employee development are critical in fostering a culture of knowledge sharing and utilization. By hiring individuals with the right skills and fostering continuous learning, organizations create an environment where knowledge can be effectively acquired, shared, and applied. The study by Kokkaew et al.⁵ highlights that effective human resource management (HRM) practices, when aligned with organizational learning, significantly enhance the processes of knowledge acquisition, sharing, and utilization in the Thai construction industry. They emphasize that the fragmented nature of construction work poses challenges to KM. However, HRM practices, such as selective recruitment and employee development, help overcome these barriers by fostering an environment conducive to learning and innovation.

Similarly, Abu-Mahfouz et al.⁴ argue that sustainable HRM practices are essential for optimizing KM systems in higher education institutions in Jordan. Their findings reveal that practices like training, employee engagement, and structured development programs enhance KM’s effectiveness and contribute to organizational performance. By integrating KM with HRM strategies, institutions can achieve greater collaboration, knowledge sharing, and innovation, reinforcing their competitive advantage in dynamic environments.

Both studies highlight the essential interplay between HRM practices and knowledge management (KM), emphasizing that robust HRM systems are a foundation for effective KM implementation. Organizations should prioritize sustainable and learning-oriented HR practices to cultivate a knowledge-driven culture that fosters long-term growth and adaptability in an ever-evolving business landscape. A strong focus on employee engagement and motivation ensures the seamless flow of knowledge across departments, enhancing organizational performance and competitiveness. Integrating HR practices with KM strategies ultimately empowers organizations to establish a sustainable, knowledge-centered culture that drives innovation, resilience, and sustained success.

4.2.8 High-performance work systems

High-performance work systems (HPWS) refer to interrelated human resource management (HRM) practices designed to maximize employee performance, engagement, and contribution to organizational goals. These systems typically include practices such as selective recruitment, comprehensive training, performance-based rewards, employee empowerment, and participative decision-making. By equipping employees with the necessary skills and providing opportunities for collaboration and autonomy, HPWS enables effective knowledge sharing, acquisition, and utilization. The study by Portalanza-Chavarría and Revuelto-Taboada¹⁵ highlight that HPWS is pivotal in fostering knowledge-sharing processes, enhancing employee capabilities, and facilitating collaboration. These systems provide employees the necessary resources, training, and autonomy to participate actively in KM processes. By empowering employees through targeted HR practices, HPWS encourages acquiring, sharing, and applying knowledge, which is essential for organizational learning and innovation.

Similarly, Revuelto-Taboada et al.³⁸ emphasize that HPWS are instrumental in promoting a knowledge-driven culture, particularly in knowledge-intensive industries like banking. Their findings suggest that HPWS creates an environment conducive to effective KM by aligning employee behaviors with organizational goals. HPWS facilitates knowledge acquisition and interpretation processes, enabling organizations to adapt to dynamic market conditions and maintain a competitive edge. These systems enhance individual and team knowledge-sharing behaviors and contribute to building a sustainable framework for continuous learning and innovation.

Both studies underscore the importance of HPWS in driving KM processes. By integrating robust HR practices into their strategies, organizations can establish a strong foundation for knowledge management, ensuring adaptability and long-term success in an ever-changing business environment. HPWS is a critical enabler for fostering a knowledge-centered culture and enhancing organizational resilience and innovation capacity.