INTERNATIONAL JOURNAL OF RESEARCH AND SCIENTIFIC INNOVATION (IJRSI)
ISSN No. 2321-2705 | DOI: 10.51244/IJRSI |Volume XII Issue X October 2025
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A Proposed Strategy for Building Effective Partnerships in Knowledge
Management in a Fair and Sustainable Way
1 Heba Tawfiqe Abu Eyadah, 2 Anas Adnan Odibat
1 University of Jordan- Aman, Jordan
2 International Islamic University
DOI: https://doi.org/10.51244/IJRSI.2025.1210000136
Received: 02 October 2025; Accepted: 10 October 2025; Published: 08 November 2025
ABSTRACT:
This study aimed to present a proposed strategy for building effective partnerships in knowledge management,
based on the principles of fairness and sustainability. This was achieved through an in-depth analysis of
educational literature and relevant scientific research during the 2024/2025 academic year. The study focused
on developing a practical and systematic vision to enhance the efficiency of leaders and decision-makers in
educational and administrative institutions. This contributes to ensuring the continuity of institutional excellence
and achieving comprehensive quality, in addition to enhancing knowledge production and its effective use in
light of accelerating digital transformations. This study distinguished itself from others by its adoption of an
analytical approach, which enabled a precise scientific extrapolation of previous studies with the aim of
understanding the various contexts that affect knowledge management, both in terms of challenges and
opportunities. This then led to the design of a long-term strategic framework based on the activation of
multilateral partnerships. The proposed strategy is based on six basic principles: justice and fairness in the
exchange of knowledge and benefits, transparency and accountability in operations, mutual benefit between
partners, sustainability of resources and outputs, mutual respect for experiences and cultures, and finally, a focus
on the added value achieved by partnerships at the institutional and societal levels. Based on an analysis of the
literature and the results of previous research, the study recommends the need to design clear governance models
that regulate the partnership process, ensure fair distribution of knowledge, and provide effective mechanisms
for resolving conflicts and managing differences, with flexibility in adapting to new developments. The proposed
governance elements include signing a partnership charter, defining roles and responsibilities, and activating
monitoring, evaluation, and accountability mechanisms. Thus, the study contributes to establishing a scientific
and practical foundation for building fair and sustainable knowledge partnerships that keep pace with
contemporary developments and serve the goals of sustainable development.
Keywords: Knowledge management, partnership, strategy, sustainability.
INTRODUCTION:
In the modern era, knowledge has become the most important resource and the primary driver of comprehensive
development in various fields, including economic, social, educational, and health. Organizations no longer rely
solely on traditional material or human resources; rather, they seek to harness knowledge as an intangible capital
that enhances innovation, increases competitiveness, and achieves sustainable development. In light of this
transformation, the concept of "knowledge management" has emerged as a strategic tool aimed at collecting,
documenting, exchanging, and optimally investing in knowledge within institutions and societies. The scope of
interest in this concept has expanded to include governments, international organizations, the private sector, and
even local communities, reflecting a global awareness of the importance of knowledge management to ensure
development and smart growth.
With the growing interest in knowledge management, institutional and community partnerships have become a
fundamental pillar in achieving its objectives. Building effective partnerships enables the exchange of expertise
and experiences, provides a collaborative environment based on trust and shared interests, and contributes to
INTERNATIONAL JOURNAL OF RESEARCH AND SCIENTIFIC INNOVATION (IJRSI)
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reducing knowledge gaps between different parties, especially in contexts of uneven development. However, the
greatest challenge lies in ensuring that these partnerships are fair and sustainable, so that they do not perpetuate
inequalities or knowledge dominance, but rather enable all parties to contribute equally and actively participate
in the production and exchange of knowledge. This requires adopting smart strategies that take into account the
cultural, economic, and social contexts of each party.
In this context, the need arises to develop an integrated strategy for building effective knowledge management
partnerships. This strategy aims to achieve justice in the distribution and investment of knowledge and ensure
the continuity of cooperation between the stakeholders based on the principles of fairness, mutual respect, and
shared accountability. This strategy must also be flexible and adaptable to the rapid changes occurring in the
knowledge environment. From here, this study sets out to present a proposed strategy for building effective
knowledge management partnerships in a fair and sustainable manner. This strategy analyzes existing problems,
reviews relevant literature, and draws on leading experiences, leading to the identification of theoretical and
practical frameworks that ensure the achievement of the desired objectives of these partnerships.
Research Problem:
Knowledge institutions, particularly national libraries, face increasing challenges in a complex and globalized
knowledge environment. This requires effective and fair knowledge management that ensures continuity,
collaboration, and sustainability. With knowledge becoming one of the most prominent assets of contemporary
institutions, its generation and organization are no longer sufficient. Rather, there is an urgent need to activate
mechanisms for its transfer and application with fairness and efficiency among institutional and community
partners.
Despite global consensus on the importance of partnerships in supporting knowledge management strategies,
there remains a clear gap in formulating and implementing sustainable partnership models that take into account
the equitable distribution of knowledge, responsibilities, and privileges, particularly in public knowledge
institutions operating under regulatory and financial constraints, such as national libraries. The problem lies in
the absence of clear strategic frameworks that link partnership objectives with knowledge management
functions, ensuring the activation of both tacit and explicit knowledge and achieving sustainable impact.
Recent literature has demonstrated diverse attempts to understand the dimensions of this challenge. For example,
Han et al. (2025) highlighted the advanced role of corporate universities in generating, sharing, and transferring
knowledge within a lifelong learning environment, using a theoretical model based on the cognitive perspective
(KBV). This provides a framework that can be adapted to other knowledge environments, such as national
libraries, that intersect with the paths of strategic knowledge production and circulation. In the same context,
Wessali et al. (2025) noted the importance of cognitive technologies and artificial intelligence, particularly
neurolinguistic programming (NLP) tools, in transforming tacit knowledge into tradable and usable knowledge.
This could enhance the capabilities of national libraries to extract knowledge from their vast archives and
transform it into shareable knowledge resources.
At the level of the cultural and organizational structure of knowledge, Abu Al-Majid et al.'s (2025) study
provides an in-depth examination of knowledge management mechanisms within family businesses,
emphasizing the importance of succession as a link between knowledge, innovation, and sustainability. This idea
can be employed in formulating long-term partnerships within national libraries to ensure the sustainability of
knowledge across generations. Arabi et al.'s (2025) study also revealed that entrepreneurship and digitization
play an effective role in enhancing performance sustainability through knowledge management. This highlights
an opportunity for national libraries to modernize their digital infrastructure and adopt entrepreneurial
partnership models based on knowledge digitization and fair exchange among local and international partners.
Within the scope of knowledge supply chains, Huang and Cheng's (2025) study presented a precise model for
knowledge extraction by constructing a knowledge graph that enhances the organization and effective use of
knowledge in the heavy equipment industry. This indicates the potential for employing similar models within
national libraries to manage data, documents, and resources according to an analytical approach based on
relationships and contexts. On the other hand, Oyakubo et al.'s (2025) study presented a bibliometric analysis
linking knowledge management and innovation, emphasizing that the interaction between these two dimensions
INTERNATIONAL JOURNAL OF RESEARCH AND SCIENTIFIC INNOVATION (IJRSI)
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is essential for achieving a sustainable competitive advantage. This essential relationship represents a strategic
opportunity for national libraries to redefine their role in the knowledge environment through partnerships based
on knowledge innovation. Therefore, the problem of the current study is defined by the need to develop a
proposed and detailed strategy for building effective partnerships in knowledge management, with a particular
focus on achieving the principles of fairness and sustainability in knowledge exchange and application processes
within and between institutions. This study aims to answer the main question: What is the proposed strategy for
building effective partnerships in knowledge management in a fair and sustainable manner? The following sub-
questions emerge from this question:
1. What is the concept of knowledge management?
2. What are the most important foundations of knowledge management?
3. What are the most important challenges of knowledge management?
4. What is the proposed strategy for building effective partnerships in knowledge management in a fair and
sustainable manner?
Based on the above, the problem of the current study crystallizes in: the absence of a clear strategy for building
effective partnerships between national libraries and other knowledge institutions in the field of knowledge
management, ensuring the fair distribution of benefits and responsibilities, achieving the sustainability of
knowledge exchange and its employment in a way that enhances innovation, and benefits from modern
technological and cognitive developments. The conceptual map illustrates an analysis of the study problem:
1.3 Study Objectives:
This study aims to:
- Identify the concept of knowledge management.
- Identify the most important foundations of knowledge management.
- Identify the most important challenges of knowledge management.
- Develop a proposed strategy for building effective partnerships in knowledge management in a fair and
sustainable manner.
Analysis of the elements of the study problem
Study objective
Develop a
detailed
proposed
strategy
Important
dimensions
Equity and
sustainability in
the exchange
and application
of knowledge
the focus
Building
Effective
Partnerships in
Knowledge
Management
knowledge gap
Lack of
understanding
and
implementation
of clear
strategies for
building fair and
sustainable
partnerships in
knowledge
management
Context
Growing
Challenges in
Knowledge
Management
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First: Practical and Applied Importance
- The practical importance of this study stems from the growing need to empower decision-makers in knowledge
institutions, particularly national libraries, to develop effective visions and strategies for fair and sustainable
knowledge management. The current era requires the development of individuals capable of critical and creative
thinking, who are producers of knowledge, not just consumers, by building a knowledge environment that
stimulates participation and promotes fairness in the generation, distribution, and use of knowledge. Hence, this
study presents a practical framework that can be adopted as a starting point for a deeper institutional
transformation toward a knowledge society in which knowledge management is relied upon as a focal point for
change and sustainable improvement.
- It is also hoped that the study's recommendations will enlighten educational policymakers and decision-makers
in the field of curriculum development about the importance of integrating knowledge management concepts
and their application within curricula, with a focus on raising awareness of individuals' responsibility for the
responsible production and circulation of knowledge, rather than merely its consumption. This shift in approach
contributes to achieving knowledge sustainability and establishes more aware generations who participate in
advancing society through knowledge.
Second: Theoretical and Intellectual Significance
- From a theoretical perspective, this study represents a qualitative addition to the academic field, given the
scarcity of literature that has in-depth addressed the topic of equitable and sustainable partnerships in knowledge
management within cultural institutions and national libraries, despite the strategic importance of this field in
light of rapid digital and social transformations. The intellectual significance of the study lies in its highlighting
a sensitive epistemological dimension that requires theoretical and methodological grounding that can be built
upon in subsequent research, especially in environments that suffer from limited equitable access to knowledge.
- Thus, this study opens new research horizons for researchers and those interested in the fields of knowledge
management, education, and the knowledge society, by presenting a scientific framework that enhances
understanding of knowledge partnership practices and the mechanisms for their implementation. It also paves
the way for further experimental and applied studies aimed at developing educational and research thought,
contributing to a truly positive transformation in the way knowledge is managed and circulated within
educational and cultural institutions, including national libraries.
1.4 Study Methodology:
The study relied on the analytical, inductive, and developmental approach, a comprehensive and integrated
approach that combines in-depth analysis of concepts and theories with induction based on tracing cognitive
phenomena and practices related to the subject of the study. The aim is to construct a coherent theoretical vision
that can be developed and applied in practical reality. On the theoretical side, the researchers used the theoretical-
analytical approach through systematic and organized reference to scientific literature related to knowledge
management, corporate partnerships, and cognitive justice. This approach created a solid knowledge base that
helped establish the study's key concepts and understand the intellectual and theoretical background underlying
the issue under study.
A number of recent and diverse previous studies were also reviewed and analyzed, addressing similar topics
from multiple perspectives, such as the use of artificial intelligence in knowledge management, transforming
tacit knowledge, building partnerships, and sustaining performance in knowledge-based organizations. This
analysis helped identify research gaps in the literature and highlight the need for an integrated strategy to build
fair and sustainable partnerships in knowledge management, particularly in the context of national libraries. On
the development side, the data derived from the theoretical and inductive analysis were employed to construct a
new strategic vision that responds to the problems raised and proposes practical, implementable mechanisms.
This section focused on proposing practical solutions and recommendations that can be utilized by knowledge
institutions and decision-makers, with the aim of improving knowledge management and activating partnerships
based on justice and sustainability. Thus, this multidimensional approach enabled the study not only to describe
the problem and understand its theoretical dimensions, but also to propose strategic alternatives that contribute
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to the development of knowledge performance within national libraries and support their vision as effective
institutions in building a sustainable knowledge society.
1.5 Study Limits
Temporal Limits: Previous studies spanning the years (2024-2025).
Thematic Limits: Focusing on the topic of knowledge management and partnerships.
Human Limits: Leaders (in this study, leaders are defined procedurally as decision-makers, policy
makers, and their representatives in the field, who possess a set of qualities and skills that enable them
to lead effectively and influence individuals to act with the desire and ability to persuade, motivate, and
guide their behavior with a clear vision for the future. They work to unify efforts, define goals and
priorities, and develop plans to achieve them, with the ultimate goal of knowledge management and
building successful partnerships).
1.6 Previous Studies
Angela et al.'s (2025) study aimed to explore the impact of favorable conditions for knowledge management
within projects on the construction of what is known as "volatile organizational memory." This study analyzed
the relationship between knowledge management, organizational learning, and knowledge encoding
mechanisms in a dynamic work environment. The study proceeded from the theoretical foundation based on the
recurring interconnectedness between these elements, aiming to provide a deeper understanding of how to
enhance learning within organizations through effective knowledge management in the context of projects. The
study followed a descriptive qualitative approach, relying on a single case study: a mobile application
development project implemented within a major software company in Brazil. Data was collected through in-
depth interviews with project stakeholders, in addition to an analysis of official company documents, using a
mixed analytical framework appropriate to the nature of the phenomenon under study. The results revealed real
challenges facing knowledge management strategies at the project level, especially when it comes to stimulating
effective organizational learning. It was found that factors such as organizational behavior and strategy
significantly influence knowledge exchange mechanisms and the utilization of past experiences. However, they
may also hinder the effectiveness of learning-based feedback processes, especially in light of emotional tensions
and power struggles within the knowledge hierarchy. The study recommended prioritizing individual
professional experiences within the project environment in order to enhance organizational learning and create
sustainable cognitive memory. It also indicated that organizations that successfully link their projects to their
overall strategies are better able to enhance the integration of knowledge creation, exchange, and encoding
processes, which contributes to effectively strengthening volatile organizational memory. The study concluded
by presenting four theoretical proposals related to how to address concepts such as volatile institutional memory,
intuitive knowledge, organizational learning, and knowledge encoding mechanisms, thus constituting a
qualitative contribution to the contemporary literature on knowledge management within corporate projects. Han
et al.'s (2025) study aimed to explore the role of knowledge management in promoting lifelong learning within
the workplace. This study examined the experience of corporate universities in China, as institutional models
concerned with developing human capital and fostering sustainable professional skills. The study focused on
understanding the internal mechanisms that enable organizations to build lifelong learning capabilities that keep
pace with rapid cognitive and economic transformations. The study relied on a grounded theory coding
methodology to analyze data extracted from a sample of seven corporate universities operating within major
Chinese organizations. These universities were analyzed as advanced organizational units in knowledge
management, with the aim of constructing a theoretical model that explains the paths that enable organizations
to activate lifelong learning. The study concluded with the development of a theoretical path model that includes
four complementary paths of knowledge management within these universities: "generating strategic
knowledge," "sharing business knowledge," "improving knowledge governance," and "transforming cultural
knowledge." These pathways illustrate how knowledge can be transformed into a strategic resource that enhances
organizational learning and sustainability. The study's findings demonstrate that corporate universities play a
pivotal role in enabling organizations to create continuous learning environments within the workplace, by
developing a knowledge structure that contributes to supporting innovation and adapting to change. It also
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demonstrates that the integration of knowledge management and corporate learning enhances organizational
effectiveness and provides a foundation for improving work practices and developing human capital. The study's
primary contribution is to present a theoretical framework that deepens understanding of the functions of
corporate universities in the context of lifelong learning. It provides practical foundations for decision-makers
and managers to develop sustainable knowledge management strategies within their organizations, with
qualitative contributions that enrich the specialized literature in this field.
Wessali et al.'s (2025) study aimed to analyze the effectiveness of artificial intelligence (AI) and neurolinguistic
programming (NLP) techniques in transforming tacit knowledge into usable knowledge within enterprise
knowledge management systems. The study focused specifically on the mechanisms that enable insights to be
extracted from semi-structured, document-based natural language representations, which are among the most
prominent components of knowledge assets in contemporary organizational environments. The study followed
a comparative analysis approach to evaluate a set of algorithms and techniques associated with NLP and AI,
such as text mining, information extraction, sentiment analysis, classification, clustering, recommendation
systems, and affective computing. These analyses were applied within an organizational context based on the
analysis of institutional knowledge pieces, with the aim of measuring the effectiveness of these tools in
uncovering unspoken or tacit knowledge, which is often distributed and hidden in work contexts. The study's
results yielded a set of important outcomes, most notably identifying the relative strengths and limitations of
each NLP technique, enabling organizations to select the most appropriate tools for their actual knowledge
management needs. The study also demonstrated that transforming tacit knowledge through these technologies
can effectively contribute to enhancing decision-making, improving customer relationship management, and
developing knowledge services. Among the study's most notable findings are emerging challenges related to
data privacy, source quality, and algorithm accuracy, while promising opportunities exist for expanding the use
of artificial intelligence as a tool to improve cognitive processes within organizations. The study concluded by
providing practical guidelines to help researchers and practitioners select and implement appropriate algorithms,
contributing to the development of data- and text-based knowledge management systems. Abu Al-Majid et al.'s
(2025) study aimed to analyze the reality of knowledge management within family businesses, and explore
untapped opportunities and future trends in this vital field. This was achieved through a comprehensive review
of specialized scientific literature, with the aim of highlighting research gaps and studying the organizational
dynamics that affect the performance of these companies through the lens of knowledge management. The study
relied on a comprehensive systematic review methodology, where 112 peer-reviewed scientific articles were
analyzed that addressed the topic of knowledge management in the context of family businesses, which enabled
researchers to extract accurate insights into the prevailing boundaries in the literature, key concepts, and common
theoretical trends. The study results revealed the complexity of the relationships between knowledge
management processes and institutional performance in family businesses, highlighting the central role played
by the job succession process as an important link between organizational knowledge, entrepreneurial
orientations, innovation, business sustainability, and internationalization outcomes. It also demonstrated that
most of the reviewed literature is based on three main theoretical frameworks: the knowledge-based view, the
resource-based view, and the dynamic capabilities view. These frameworks have proven highly effective in
explaining the institutional mechanisms and dynamics that explain how knowledge management affects growth,
performance sustainability, and the ability to innovate in family business environments. The study's essential
contribution is to provide an integrated knowledge map that helps guide future research toward new research
designs, innovative theoretical explorations, and in-depth empirical investigations into knowledge management
processes. It also emphasized the importance of diversifying theoretical perspectives and expanding the scope
of empirical studies to understand the complex interplay between family structures, corporate culture, and
knowledge flows. This represents a promising step toward developing scientific knowledge in this field and
refining existing theories.
Arabi et al.'s (2025) study aimed to analyze the relationship between entrepreneurial orientation, business process
digitization, and performance sustainability in emerging digital firms, focusing on the mediating role played by
knowledge management in this relationship. The study came in the context of the increasing challenges facing
startups in competitive markets, particularly regarding achieving operational sustainability through the effective
use of knowledge and the employment of modern technology. The study began from the observation that
previous literature, despite its focus on entrepreneurial orientation and business digitization, has not given
sufficient importance to the mediating role of knowledge management, particularly in the context of digital
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startups. Therefore, the researchers sought to fill this gap through an applied study targeting digital startups in
Tehran Science and Technology Park. The study relied on a quantitative approach, and data was collected from
a sample of managers selected according to the Cochrane formula to determine sample size. Using a
questionnaire, the results showed that both entrepreneurial orientation and business process digitization have a
positive and statistically significant impact on performance sustainability in digital startups. The results also
showed that knowledge management plays an important mediating role in this relationship. This means that the
effectiveness of entrepreneurial orientation and digitalization in enhancing performance sustainability depends
largely on the organization's ability to manage knowledge effectively. The study concluded with practical
recommendations for emerging digital companies, emphasizing that focusing on adopting an entrepreneurial
orientation and developing the digital structure of business processes, along with systematic knowledge
management, are pivotal factors in promoting innovation, improving services and products, and facing the
challenges of a competitive market.
Huang and Cheng's (2025) study aimed to develop an effective methodology for knowledge extraction and the
creation of a knowledge graph that enhances supply chain management in the heavy equipment manufacturing
sector, considering knowledge management as a key factor in achieving the competitiveness of national
industries. The study sought to provide an organized digital framework that enables industrial organizations to
manage supply chain-related knowledge in an intelligent and integrated manner. The study relied on an
experimental model design approach in the field of artificial intelligence, as the researchers developed a model
based on remote supervision to extract knowledge based on entity relationships within limited data. The model
was enhanced by incorporating ontology information using a fusion gate mechanism, which aims to improve
sentence-level semantic interpretation and enhance the accuracy of results. To address the problem of noise
propagation in the input data, the study applied feature weight adjustment techniques using intelligent gates. A
sentence-level attention mechanism was also incorporated between the portfolios, which helped achieve more
accurate information fusion and extract more reliable knowledge relationships between entities. Experimental
results showed that the proposed model achieves a significant improvement over state-of-the-art models used in
remote supervision, with a 2.8% increase in relationship extraction accuracy and a 3.9% improvement in the
AUC value. These results are a strong indicator of the model's effectiveness in improving the quality of
knowledge graphs, which significantly contributes to enhancing digital knowledge management within industrial
supply chains.
Oyakubo et al.'s study (2025) aimed to analyze the relationship between knowledge management and innovation
and explore recent research trends linking them, given the growing global interest in these two concepts as
fundamental pillars of organizational success in both academic and commercial settings. The study sought to
bridge the knowledge gap in the scientific literature by presenting a comprehensive view of the developments in
these two concepts in recent years. The study relied on bibliometric analysis, a quantitative analytical approach
based on tracking and analyzing published scientific output. The study examined scientific output published
between 2017 and 2022, with the aim of identifying the volume of research, areas of focus, and the most
important theoretical and applied issues discussed in the literature in this field. The study relied on a theoretical
framework that considers knowledge a strategic resource that contributes to generating a competitive advantage
through its effective management. Innovation is also an essential element in supporting organizations' flexibility,
adaptability, and continuous learning. From this perspective, the complementary relationship between the two
concepts was examined in terms of interaction and mutual influence at the level of institutional strategies. The
study results revealed a steady growth in the number of scientific publications linking knowledge management
and innovation, reflecting the expanding scope of research interest in this field. The results also highlighted the
importance of modern technology, international collaboration, and diverse work teams as key drivers supporting
the integration of knowledge management with innovation in organizations. The study confirmed that the
intersection between knowledge management and innovation is essential to organizational success, especially in
ever-changing business environments. It recommended the need to strengthen theoretical and applied
frameworks that contribute to understanding this relationship and maximizing its benefits in designing effective
organizational strategies that enhance organizations' competitiveness.
Thakuri's (2025) study aimed to explore how artificial intelligence contributes to the development and
improvement of knowledge management systems in the modern business environment. This was in the context
of the radical transformations imposed by the Fourth Industrial Revolution, which has resulted in profound
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changes in communication mechanisms, work structure, and operating methods within organizations. To achieve
this goal, the study relied on a systematic literature review approach, basing its reporting and data analysis on
the PRISMA framework, a globally recognized tool for organizing and analyzing review studies. The literature
was selected based on precise search queries spanning the period from 2013 to 2023. The study focused on
literature linking three main themes: artificial intelligence (AI), knowledge management systems (KMS), and
business organizations. Fourteen selected scientific studies were analyzed to answer four main research questions
addressing the relationship between AI and the evolution of organizations' knowledge structures. The results
revealed a set of new features that AI can add to KMS systems, most notably: improving access to knowledge,
supporting intelligent decision-making, automating cognitive processes, and enhancing human-machine
interaction within the corporate environment. The study also demonstrated that AI is not merely a technical tool,
but rather a strategic element that reshapes knowledge management functions and enhances organizations' ability
to respond flexibly to change. The study highlights the importance of integrating AI technologies into the
organizational structure of knowledge management, while keeping pace with digital developments in business
environments. It also recommended further experimental and field research to understand the impact of these
technologies on organizational performance, decision-making quality, and knowledge sustainability in modern
organizations.
Furutani's (2025) study aimed to analyze the key factors influencing the success or failure of implementing
knowledge management systems within government institutions. The study was based on the premise that
knowledge management is a rare and highly valuable strategic resource that directly contributes to improving
institutional efficiency and achieving development goals. In this context, the study focused on understanding the
organizational and structural conditions that either facilitate or hinder the implementation of knowledge
management systems in the public sector. To address this research problem, the researcher adopted a descriptive
survey approach, where data was collected through semi-structured interviews with a group of employees, along
with questionnaires distributed randomly across a number of government institutions. The study did not mention
a specific country, which gives its findings a general character and allows for generalization of its findings to
government institutions in similar organizational contexts. This systematic design also enabled the combination
of quantitative and qualitative data, helping to create a comprehensive analytical picture of organizations'
experience in implementing knowledge management. The study's results revealed a set of critical factors that
significantly contribute to the success of implementing knowledge management systems in government
organizations, most notably: enhancing internal cooperation between departments, adopting an institutional
culture based on openness and transparency, and providing training and professional development programs for
employees. The study also highlighted the importance of encouraging innovation, removing bureaucratic
barriers, establishing fair incentive policies, providing effective administrative role models, and setting clear and
announced knowledge priorities. Conversely, the study identified several major obstacles that could lead to the
failure of knowledge management initiatives in government institutions, such as neglecting formal
organizational aspects, weak employee participation in knowledge generation and exchange processes, the
failure to leverage digital collaboration technologies, the lack of technical infrastructure (networks and devices),
complex administrative procedures, a lack of technical competencies, and low levels of trust between employees
and management. The study concluded by emphasizing that success in implementing knowledge management
systems is not achieved solely through adopting technology or formulating formal policies, but rather through
the integration of multiple elements, including corporate culture, participatory leadership, continuous training,
and the provision of necessary resources. It also recommended adopting a comprehensive and integrated
approach that takes into account all influencing factors to ensure sustainable and effective knowledge
management results within the public sector. Al-Qahtani's (2025) study aimed to present a proposed framework
for implementing knowledge management to enhance research innovation skills among graduate students at
universities, within the context of a global trend toward a knowledge economy and sustainable development.
The study was based on the premise that higher education is no longer limited to knowledge transfer, but has
become responsible for producing new knowledge that contributes to addressing developmental, social, and
economic challenges, particularly through supporting innovative scientific research. The study relied on a
qualitative approach to data collection and analysis, with in-depth interviews conducted with a sample of master's
students. The data were analyzed using thematic analysis to extract recurring patterns representing students'
perspectives on innovation requirements in the scientific research environment. This methodology was chosen
to provide a deeper understanding of the nature of the cognitive and skill needs required to activate research
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innovation in universities. The study results revealed a set of essential elements necessary to instill innovation
skills in scientific research students. These elements included activating a renewed educational environment,
relying on modern teaching knowledge and technologies, in addition to building collaborative learning
communities that promote the exchange of ideas and the development of critical thinking. The results also
emphasized the importance of strengthening partnerships with the industrial sector, encouraging global academic
collaboration, and linking scientific research outcomes to the needs of the local community. This contributes to
strengthening the university's role as a key player in achieving sustainable development. The applied significance
of the study lies in its provision of a set of practical recommendations that university leaders and higher education
decision-makers can leverage to develop policies and strategies that support innovation in scientific research.
The study demonstrated that promoting innovation is not merely a technical or administrative issue, but rather a
comprehensive process that requires building a supportive knowledge system that includes institutional structure,
resources, leadership, and educational vision. In light of this, this study represents an important contribution to
deepening understanding of the relationship between knowledge management and academic innovation,
highlighting how to leverage knowledge management practices to create university environments that stimulate
research and innovation, keeping pace with the global shift towards a knowledge economy and contributing to
achieving the Sustainable Development Goals.
Peng's (2025) study aimed to explore the impact of social capital on knowledge sharing and transfer within the
workplace, in light of the unprecedented challenges posed by the COVID-19 pandemic to the global economy,
supply chains, and corporate mobility. The study focused specifically on changes in employee knowledge-
sharing behavior, based on the premise that knowledge innovation is a pivotal element in organizational
continuity and expansion. The researcher relied on social exchange theory as a theoretical framework to
understand the motivations governing employee knowledge sharing and transfer. The study also relied on a
quantitative analytical approach, collecting data from 30 companies operating in the information services sector
in mainland China. A total of 483 valid responses were obtained, representing the study sample, providing a
suitable database for rigorous statistical analysis. The results concluded that social capital, both its relational and
structural components, plays an effective role in supporting and enhancing knowledge management processes
within organizations. Strong social relationships among employees, along with an organizational structure that
allows for the free flow of information, directly contribute to increasing individuals' motivation to participate in
knowledge transfer and exchange, which positively impacts institutional performance and organizational
innovation. The study also demonstrated that improving knowledge management strategies is not limited to the
technical or organizational aspects alone, but also requires investment in building effective social capital, which
enhances employee trust among themselves and encourages collaboration and openness of knowledge. This is
essential in the context of the digital and institutional transformation witnessed in the post-pandemic world. The
study recommended that institutions adopt holistic approaches to knowledge management based on
strengthening human relations and developing an organizational culture that supports collaboration, in addition
to developing knowledge infrastructure. It also emphasized the importance of integrating social and
organizational dimensions in knowledge management strategies.
Shahawati's study (2025) aimed to explore the role of change management in enhancing the sustainable
performance of higher education institutions by analyzing the relationship between the dimensions of change
management—represented by readiness for change, a supportive climate for change, and change processes—
and sustainable organizational performance. The study also sought to clarify the mediating roles played by
transformational leadership and knowledge management in this relationship, within a dynamic and constantly
changing global business environment. The study adopted a quantitative and exploratory cross-sectional
approach, with data collected from the senior management of private higher education institutions in Malaysia.
The study used SmartPLS 4.0 to implement structural equation modeling (SEM) to analyze the relationships
between variables and assess the extent to which change management dimensions influence sustainable
performance through mediating variables. The results revealed that two change management dimensions—
climate for change and change processes—have a significant positive impact on knowledge management.
Furthermore, climate for change was found to be the only dimension with a significant positive relationship with
transformational leadership. The analyses revealed that knowledge management plays a mediating role in the
relationship between climate, change processes, and sustainable performance, while transformational leadership
emerged as a mediator in the relationship between climate for change and sustainable performance. On the other
hand, the study results did not reveal a moderating effect of green teams on the relationship between the
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mediators (transformational leadership and knowledge management) and sustainable performance, indicating
the limitations of this factor in the context under study. The study reached a number of important
recommendations, most notably the need to adopt the dimensions of change management, particularly climate
and processes, as a strategic means to enhance sustainable performance in higher education institutions. The
study also provides practical guidance for decision-makers in educational institutions and relevant government
agencies on the importance of supporting transformational leadership and developing effective knowledge
management strategies.
Ewan's study (2025) aimed to shed light on the concept of knowledge-based city logistics by examining the
problems hindering the improvement of logistics services in cities and proposing solutions based on knowledge
management. This study is important in light of the trend towards building smart and sustainable cities, where
effective logistics services are a pivotal part of achieving the well-being of residents and the quality of urban
life. Despite technological advancements and the use of tools such as sensors and emerging technologies, the
question remains: Is relying on technology alone sufficient to address the complex challenges facing the
transportation of goods within cities? The study adopted a qualitative approach by conducting an expert survey,
hosting 31 international experts with extensive experience in urban logistics and previous work on specialized
research projects in this field. Four key knowledge management processes were transferred to the scope of city
logistics to analyze their applicability and the associated challenges. The study results revealed significant
difficulties in data collection and knowledge acquisition, two pivotal processes in knowledge management within
the logistics context of cities. The study attributed these difficulties primarily to the reluctance of stakeholders
such as urban users, retailers, and transport and logistics operators to share information and knowledge. This
precise identification of these weaknesses is an important signal for municipalities, logistics managers, and
policymakers to reconsider their data sharing and knowledge collaboration strategies. A key finding of the study
is the need to develop a collaborative knowledge infrastructure to support city logistics. The proposed solution
is to create a collaborative knowledge base that combines an advanced IT tool known as the "Knowledge
Management Platform" (KMP) and a partnership focused on urban freight quality. This initiative aims to enhance
collaboration between various stakeholders and improve knowledge flow, contributing to the effective resolution
of logistics challenges and supporting the realization of a knowledge-based smart city model.
Alkathiri's study (2025) aimed to explore research developments in the field of knowledge management and
sustainable entrepreneurship by providing a comprehensive analysis of research trends, key concepts, and the
intellectual and social structures that form the cognitive framework of these two intertwined fields. The study
also sought to establish a future research agenda that could guide researchers interested in this field and support
scientific efforts aimed at achieving effective knowledge-based sustainability. The study followed an integrated
bibliometric methodology, complemented by a systematic review, to collect and analyze scientific production
related to the study topic. Two main analyses were conducted: the first focused on scope analysis, which includes
tracking research trends and temporal developments, and the second addressed the analysis of knowledge
structures in terms of their intellectual, conceptual, and social dimensions. The data were based on the analysis
of 233 documents extracted from the Scopus and Web of Science databases. The researcher used scientific
analysis tools such as R version 4.1.2 and VOSviewer to create accurate knowledge maps. The results revealed
a significant development in the production of knowledge related to knowledge management and sustainable
entrepreneurship, whether at the level of individuals (authors), institutions, countries, or scientific journals. The
study also demonstrated the ability of scientific mapping methodologies to provide in-depth insights into the
conceptual, social, and intellectual structures shaping the current research landscape. This study is a pioneering
effort that seeks to provide a comprehensive, scientifically based review of this growing field of research. Its
findings not only review the current situation but also establish a future research vision, proposing new research
paths that can enrich related scientific fields and contribute to promoting sustainable entrepreneurial practices
through the effective use of knowledge management.
Rexwhite's (2025) study aimed to explore knowledge management practices among librarians, focusing on the
challenges facing the implementation of knowledge management programs in academic libraries, particularly
among young librarians. The study addressed the "missing link" in knowledge management practices, as the
researcher noted that the lack of sharing of experiences and tacit knowledge among librarians hinders
professional development and limits the effectiveness of library operations and the quality of user services. The
study relied on a quantitative approach through opinion polls conducted in a group of university libraries in
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Nigeria and South Africa, with the aim of collecting data on the extent to which knowledge management
concepts and tools are applied in the library work environment. The polls focused on the reality of knowledge
sharing, the availability of technical infrastructure, and the extent to which librarians are able to apply their
managerial and cognitive skills. The study results demonstrated the importance of sharing tacit knowledge
among librarians, given its role in improving library operations and providing more efficient services to users.
The results also highlighted the role played by knowledge management tools such as database management
systems, web portals, electronic document management systems (EDMS), and barcode readers in supporting
librarians in their daily tasks. However, the study also revealed significant obstacles hindering the effective
implementation of these tools and programs, such as weak infrastructure, the absence of supportive policies, and
a lack of ongoing training and qualifications. To overcome these challenges, the study recommended the need
to rehabilitate librarians through training programs that enhance their ability to manage and share knowledge
effectively. It also emphasized the importance of governmental and institutional support in providing basic
facilities and implementing policies that facilitate the adoption of knowledge management practices in academic
libraries. Krišelj's (2025) study aimed to analyze the organizational challenges associated with the
implementation of knowledge management through a comprehensive review of local and international
professional literature. The researcher sought to explore the relationship between the development of
organizational thought, quality management, and knowledge management, as three interconnected axes that
influence organizational efficiency and the quality of their performance. The study followed a literature review
methodology, analyzing a wide range of freely available scientific studies and articles collected from Slovenian
library databases, as well as global databases such as Scopus, Science Direct, and Google Scholar. The review
included literature that discussed developments in organizational thought and the impact of knowledge
management on organizational performance. The study results showed that adopting knowledge management
directly contributes to raising employee efficiency and productivity, and that knowledge management practices
positively impact job performance, enhance job satisfaction, and facilitate improvements within the workplace.
The study demonstrated that these practices have a significant impact on improving service quality, which in
turn impacts overall social well-being from an organizational perspective. The study confirmed that its findings
are beneficial to both founders and executive directors, enabling them to enhance institutional performance
through effective knowledge management strategies. It also emphasized the importance of prioritizing
knowledge management as an essential tool for achieving high-quality services. In terms of academic originality,
the study indicated that it is the first of its kind to directly and comprehensively link the three axes: the
development of organizational thought, quality management, and knowledge management. This gives it
significant academic and research significance and opens the door to in-depth future studies in this field. Despite
the cognitive value it provided, the study noted a methodological limitation, namely the failure to specify a clear
time period for classifying the analyzed literature. Therefore, the study recommends conducting subsequent
research based on a clear chronological classification to compare the development of concepts and research
trends within the three axes across different time periods.
Mittelstädt's (2025) study aimed to explore the knowledge work practices of Members of the European
Parliament (MEPs) and assess the extent to which knowledge management (KM) is applied in parliamentary
institutions, as a vital component of democratic systems. The study was based on the premise that parliaments,
despite their pivotal role in policy formulation and decision-making, have not received sufficient attention in the
knowledge management literature, unlike other governmental and administrative institutions. The study adopted
an exploratory, mixed-method approach. The first phase included an international comparative study of
knowledge management in the parliaments of the 28 European countries, including the European Parliament.
Between May and June 2023, an online survey was conducted alongside semi-structured interviews with a
number of MEPs, with the aim of collecting in-depth data on the use and management of knowledge in
parliamentary settings. Although the response rate was only 3%, which calls for caution in generalizing the
results, the findings provide important insights into existing challenges. The study revealed that knowledge work
within parliaments faces organizational and cultural barriers that hinder effective access to and sharing of
knowledge. Moreover, the available human and technical resources are insufficient to ensure a transparent and
inclusive knowledge environment. Additional problems have emerged, such as the dominance of ideologies,
career aspirations, and the pressures of electoral success, further complicating knowledge management within
parliament. The study also indicated that new MPs and members of the opposition particularly suffer from a lack
of reliable information due to the absence of a clear systematic knowledge management structure. The study
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highlighted the urgent need to adopt a clear parliamentary knowledge management strategy based on raising
awareness of the importance of political knowledge, leveraging external expertise, and employing appropriate
technical solutions to facilitate access to and organization of knowledge. The study also proposes a prototype
for knowledge management in the parliamentary context, representing an initial contribution to the scholarly
debate on this important topic. Despite the limited sample size, the study confirms that adopting an integrated
knowledge management methodology could effectively contribute to expanding the parliamentary knowledge
base and enable MPs to handle the increasing volume of information more efficiently, paving the way for
improved legislative work and decision-making within complex democratic contexts.
1.7 Commentary on Previous Studies
Previous studies demonstrate a rich diversity in the academic approach to knowledge management, with each
study focusing on a specific dimension of this vital field, according to different application contexts. Some
addressed knowledge management in the educational context, such as Shahawati's (2025) study, which examined
the role of change management and transformational leadership in supporting the sustainable performance of
higher education institutions. Others focused on the general institutional environment, such as Kriselj's (2025)
study, which linked organizational thinking to quality and knowledge management. Mittelstadt's (2025) study
also distinguished itself by its political orientation, as it addressed knowledge work in the European Parliament,
while Forotani's (2025) sought to shed light on the challenges within government institutions. From the academic
perspective, as in Al-Qahtani's (2025) study, to the economic perspective, as in Arabi et al.'s study on digital
startups, or the industrial context, as in Huang and Cheng's (2025) study on supply chains, we find that
knowledge management has been approached from several angles. However, most studies have focused on
internal effectiveness or direct institutional performance, without delving deeply into interrelationships or
sustainable partnerships between multiple parties.
Similarities: These studies agree in their assertion that knowledge management is not an option, but rather a
strategic necessity linked to innovation, performance improvement, and institutional sustainability. They also
share the use of rigorous scientific methods, whether bibliometric, quantitative, qualitative, or mixed. Many of
them recognize the existence of knowledge gaps or applied challenges that call for innovative solutions.
Differences: However, these studies differ in their scope and focus. For example, studies that have addressed
higher education or startups have not addressed the issue of partnership equity or sustainability, but rather have
focused on improving efficiency from within the organization. A study like Ewan's (2025), despite its discussion
of the urban environment, remained confined to analyzing infrastructure and constraints without proposing
integrated partnership models based on fair or sustainable principles.
What distinguishes our study: Our study, titled "A Proposed Strategy for Building Effective Partnerships in
Knowledge Management in a Fair and Sustainable Way," stands out in several key points:
1. Integration of fairness and sustainability in partnerships: None of the previous studies focused on the concept
of fairness in the distribution of knowledge or the institutionalization of fair knowledge partnerships between
the various parties (academic, industrial, governmental, and societal). Our study, however, makes this a strategic
focus.
2. Focus on partnership as a knowledge governance model: Most studies have proceeded from an internal
perspective (performance development, process improvement, internal innovation), whereas our study
repositions knowledge management within its collaborative context, as a bridge between multiple parties to build
sustainable knowledge systems.
3. Combining a Strategic Vision with an Implementation Model: Our study presents a practical strategy and a
proposed model for knowledge partnerships based on the principles of justice, partnership, and integration of
expertise, making them applicable and buildable.
4. The Values and Human Dimension: While most previous studies have focused on technical or organizational
aspects, our study seeks to integrate the ethical and social dimensions of knowledge management through the
fair distribution of knowledge opportunities and equal access to information.
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What distinguishes our study from previous studies is that it presents an integrative, humanistic, and strategic
dimension to knowledge management, integrating justice and sustainability within the framework of knowledge
partnerships and shifting from a focus on "internal management" to building a comprehensive collective
knowledge environment. Thus, it represents a missing link in the knowledge management literature and opens
new research horizons in this vital field.
1.8 Study Results:
Results of the first question, which states: What is the concept of knowledge management?
This study confirms that knowledge is no longer merely an academic product, but rather a strategic resource that
must be managed efficiently within the context of the knowledge economy. Knowledge management has been
portrayed as an enabling tool for research innovation in higher education institutions, particularly with regard to
developing graduate students' skills. The implicit concept is: "A comprehensive framework concerned with
building educational environments that support innovation by organizing knowledge, facilitating its access, and
sharing it within the academic community."
1. Knowledge Management as an Institutional Link (Abu Al-Majid et al., 2025) In the context of family
businesses, knowledge management appears as an "organizational dynamic" linked to institutional performance
and sustainability. The study highlighted the relationship between knowledge management processes (such as
storage, transfer, and transformation) and succession processes, entrepreneurial orientation, and innovation. The
concept is: "A system of processes and practices that enable the preservation and intergenerational transfer of
organizational knowledge to ensure business sustainability."
2. Knowledge Management as a Lever for Institutional Transformation (Shahawati, 2025) The study
demonstrates how the dimensions of change management influence knowledge management within higher
education institutions. Knowledge management is considered an effective mediator between the institutional
climate and change processes, on the one hand, and sustainable performance, on the other. The concept here is:
"A strategic tool that enhances the effectiveness of organizational change by supporting the process of
organizational learning and knowledge sharing."
3. Knowledge Management in Parliamentary Systems (Mittelstadt Study, 2025) This study approached
knowledge management from a new perspective, linking it to the "knowledge work" of Members of the European
Parliament (MEPs), emphasizing that the absence of a systematic approach to knowledge management leads to
a loss of transparency and difficulty accessing information. According to the study, the concept is: "Organizing
and facilitating access to knowledge resources within political contexts, ensuring that decisions are made based
on reliable information."
4. Knowledge Management in Urban Logistics (Ewan Study, 2025) This study highlighted the role of knowledge
management in improving the efficiency of logistics services in smart cities. It focused on the processes of
gathering and acquiring knowledge as an essential part of solving complex problems. The concept, as stated, is:
"A collaborative information architecture based on knowledge exchange among various actors to improve the
flow of services in complex urban environments."
5. Knowledge Management and Digital Transformation (Arabi et al. Study, 2025) This study addressed
knowledge management as a mediating factor between entrepreneurial orientation and business digitization on
the one hand, and the sustainable performance of digital companies on the other. Abstract: "An integrated system
that enhances the ability to use knowledge to activate digital innovation and achieve sustainable performance in
dynamic business environments."
6. Theoretical frameworks explaining the concept (Abu Al-Majid et al., 2025). The study indicated that
understanding knowledge management relies on three basic theories:
• Knowledge-based view (KBV): Knowledge is the most important resource for creating value.
• Resource-based view (RBV): Knowledge management is considered a strategic internal resource.
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• Dynamic capabilities: This view holds that organizations must learn and adapt to change through effective
knowledge management.
7. Knowledge Management in Government Institutions (Furutani Study, 2025) The study addressed knowledge
management as a means of improving government efficiency by enhancing internal cooperation, developing a
culture of transparency, and providing the technical infrastructure. The concept here is: "A strategic
organizational tool that enhances the quality of public service through the effective coordination of knowledge
and human resources."
Summary of the concept derived from all the studies: Knowledge management: It is an integrated set of
organizational and strategic processes aimed at generating, storing, organizing, sharing, and utilizing knowledge
in all its forms (explicit and tacit), with the goal of achieving institutional excellence, promoting innovation,
supporting decision-making, ensuring sustainability, and adapting to environmental changes. Its success is
determined by the organization's ability to create a cultural and technical environment that allows for the flow
of knowledge within the organization and among its partners.
Results of the second question: What are the most important foundations of knowledge management?
The foundations of knowledge management represent the philosophical, organizational, and technical
infrastructure upon which any organization seeking to implement effective knowledge management relies. A
review of previous studies indicates that these foundations vary between human, organizational, cultural,
technical, and strategic, all of which form an integrated framework that ensures the success of knowledge
processes in any organization.
First: Human Foundations - Human Capital and Tacit Knowledge. One of the most prominent findings of the
Rexwait (2025) study is that young librarians, despite their possession of knowledge and skills, lack
opportunities to activate this knowledge within the workplace due to the lack of genuine administrative
empowerment. Al-Qahtani's (2025) study also emphasized the importance of the human element in building
knowledge environments capable of generating innovation, as graduate students represent a knowledge reservoir
that must be tapped into. Conclusion: Human capital is the primary foundation of knowledge management, not
only in terms of the availability of knowledge, but also in terms of the ability to express, share, and develop it
within a supportive work environment.
Second: Cultural Foundations – A Supportive Environment for Trust and Learning. Peng's (2025) study
demonstrated that building social capital within an organization (relationships, trust, and collaboration) is an
important foundation for successful knowledge sharing processes. Furutani (2025) also noted that the absence
of institutional trust and a supportive culture weakens employee participation in knowledge processes.
Conclusion: An organizational culture based on trust, openness, and shared learning is one of the most important
foundations of knowledge management, as it can either enable or completely hinder knowledge processes.
Third: Technical Foundations – Smart Knowledge Infrastructure. Huang and Cheng's (2025) study indicated that
creating knowledge graphs and using artificial intelligence contribute to smarter knowledge management in
supply chains. Rexsuite's study demonstrated the importance of tools such as database management systems,
EDMS, and barcode readers in supporting knowledge management. Conclusion: The availability of a smart
technical infrastructure is an essential foundation for knowledge management, especially in digital and complex
environments. This includes tools for collecting, storing, organizing, and retrieving knowledge.
Fourth: Organizational Foundations – Leadership and Flexible Structures. Shahawati's (2025) study
demonstrated the importance of transformational leadership that enables knowledge to be directed toward
sustainable performance. Kriselj's (2025) study also emphasized the need for flexible organizational structures
linked to quality management and knowledge management to ensure improved performance. Conclusion:
Organizational structures and supportive leadership are pillars of knowledge management, as they allow for the
distribution of roles and clarification of responsibilities in knowledge flow and decision-making.
Fifth: Strategic Foundations – Vision and Knowledge Policies. Mittelstadt's (2025) study confirmed that the
absence of a clear knowledge management strategy within parliaments led to knowledge chaos and a lack of
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transparency. Ewan's (2025) study demonstrated that the absence of a clear knowledge vision in urban logistics
leads to difficulties in sharing information between different parties. Conclusion: A clear and announced
knowledge strategy is an indispensable foundation, as it sets the overall direction, organizes priorities, and directs
resources. Sixth: Legal and Institutional Foundations – Policies and Institutional Support. Rexwait's study
indicates that the absence of institutional policies that support knowledge exchange among employees constitutes
a major obstacle. Furutani's study demonstrated the importance of administrative support and incentive policies
that create an environment conducive to knowledge generation and exchange. Conclusion: Regulatory policies
and institutional support (legislative and administrative) are pivotal foundations for knowledge management, as
they define the framework for formal interaction around knowledge.
Seventh: Dynamic Foundations – Adaptability and Continuous Development. In Abu Al-Majid et al.'s (2025)
study, the concept of "dynamic capabilities" was emphasized as a key component demonstrating how
organizations can respond to change and leverage knowledge to ensure sustainable performance. This foundation
is particularly important in entrepreneurial environments and family businesses, which require significant
flexibility. Conclusion: Adaptability, renewal, and continuous learning are contemporary foundations of
knowledge management, particularly in the context of innovation and entrepreneurship.
Table (1) Final Summary: The most important foundations of knowledge management
# Foundation Study-Based Interpretation
1 Human Competencies, skills, and tacit knowledge of employees
2 Cultural Trust, collaboration, and cognitive openness
3 Technological Digital infrastructure and smart tools
4 Organizational Effective leadership, flexible structures
5 Strategic A clear vision and systematic knowledge policies
6 Institutional & Legal Institutional support, policies, and regulations
7 Dynamic Flexibility and adaptability to changes
Results of the third question: What are the most important challenges facing knowledge management?
Knowledge management, despite its strategic importance, still faces many complex challenges that hinder its
effective implementation within institutions of all types (governmental, educational, industrial, digital, etc.). A
review of previous studies indicates that these challenges are divided among organizational, human, cultural,
technical, and political dimensions, and together constitute fundamental obstacles to the sustainability and
organization of knowledge.
First: Cultural Challenges – Weak Trust and Limited Knowledge Sharing. Rexwaite's (2025) study showed that
one of the most prominent challenges in academic libraries is the weak exchange of tacit knowledge among
librarians, due to the absence of a culture of collaboration and a supportive environment for sharing. Peng's
(2025) study linked weak social capital to limited knowledge sharing within work teams, especially in light of
the effects of the COVID-19 pandemic, where levels of trust and group engagement have declined. Conclusion:
An unsupportive cultural environment and a lack of trust among employees are among the biggest obstacles to
knowledge management, leading to knowledge monopolization and ineffective exchange.
Second: Technical Challenges – Weak Digital Infrastructure. Furutani's (2025) study revealed that many
government institutions suffer from a lack of technological infrastructure (networks, devices, information
systems), which hinders the implementation of knowledge management. Similarly, Rexwait's study reported that
electronic document management systems, barcode readers, and database systems are unavailable or
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insufficiently implemented. Conclusion: The absence or inefficiency of supporting technical systems is a major
obstacle to the storage, retrieval, and organization of knowledge, especially in organizations with limited
resources.
Third: Organizational Challenges – Lack of Knowledge Structures and Policies. Mittelstadt's (2025) study
revealed that European parliaments, despite their legislative role, lack a clear strategy for knowledge
management, leading to information loss and a lack of transparency. In Ewan's (2025) study, it was found that
the lack of coordination among city actors (the public sector, companies, and citizens) caused a disruption in
knowledge sharing in logistics services. Conclusion: The absence of regulatory frameworks and institutional
policies that govern knowledge management leads to knowledge chaos and poor coordination between teams
and departments.
Fourth: Human Challenges – Weak Competencies or Lack of Incentives. Al-Qahtani's (2025) study indicated
that graduate students' lack of guidance and institutional support renders knowledge management an ineffective
tool in scientific research. Furutani's study also found that among the most prominent obstacles was weak
employee engagement due to a lack of training, incentives, and the absence of leadership role models.
Conclusion: The lack of investment in human resource development and training in cognitive skills, coupled
with the absence of reward systems, is an ongoing challenge that weakens the dissemination and employment of
knowledge. Fifth: Structural Challenges – Bureaucracy and Complex Procedures. Furutani (2025) identified
administrative complexity and bureaucracy as among the reasons that hinder knowledge initiatives, as employees
find it difficult to navigate a complex information management environment. This challenge is also linked to
weak organizational structures that do not allow for freedom of initiative or knowledge networking between
departments. Conclusion: Bureaucracy and administrative inertia impose restrictions on the flow of knowledge,
leading to knowledge being transformed into a static stock rather than being circulated and dynamic.
Sixth: Strategic Challenges – Lack of a Long-Term Vision or Direction. In Abu Al-Majid et al.'s (2025) study,
it was noted that the lack of diversity in theoretical frameworks and applied studies in family businesses leads
to gaps in understanding the impact of knowledge management on performance. Shahawati's (2025) study
demonstrated that organizations may adopt change management practices without a systematic knowledge
management strategy. Conclusion: The absence of a long-term strategic vision in knowledge management
deprives an organization of the ability to invest in systematic knowledge, rendering efforts fragmented and
unsustainable. Seventh: Environmental Challenges - Multiple Stakeholders and Complex Relationships. Iwan's
study (2025) identified a major challenge: the reluctance of actors (users, traders, operators) to share data, which
complicates the knowledge exchange environment. Mittelstadt's study highlighted how ideological and
professional differences among parliamentarians hinder access to and fair exchange of knowledge. Conclusion:
The presence of multiple parties with different orientations may create a conflict over knowledge, which calls
for the design of clear mechanisms to facilitate cooperation and define the roles of partners.
Table (2) Summary of the most important challenges
Challenge Type Manifestations in Studies Potential Impact
Cultural Weak trust, lack of collaboration Knowledge monopolization, weak sharing
Technological Insufficient infrastructure Difficulty in accessing and organizing
knowledge
Organizational Absence of policies and strategies Knowledge chaos and weak coordination
Human Lack of competencies, weak
incentives
Reduced innovation and initiative
Structural Bureaucracy and administrative
complexity
Slow knowledge flow
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Strategic Absence of a clear vision Dispersed efforts and loss of direction
Environmental/External Conflicting interests of parties Weak cooperation and loss of
transparency
The results of this question demonstrate that knowledge management, despite its intellectual and practical
momentum, still faces profound structural and cultural obstacles that prevent it from becoming a strategic pillar
within organizations. The key to the solution lies in adopting a holistic vision based on building a stimulating
knowledge environment and achieving integration between technical, human, and organizational elements.
Results of the fourth question: What is the proposed strategy for building effective partnerships in knowledge
management in a fair and sustainable manner?
This strategy aims to provide a comprehensive framework through which multi-stakeholder knowledge
partnerships (academic, governmental, community, and industrial) can be built, based on fair exchange,
sustainable impact, and complementary roles. Its importance stems from the realization that knowledge
management is no longer an isolated, internal activity, but rather a networking field that requires collaboration
across sectors and institutional boundaries.
Objective: A strategy for achieving sustainable knowledge integration: Toward fair and fruitful partnerships in
knowledge management
Vision:
To achieve a sustainable, collaborative knowledge environment that fosters integrated partnerships across
various sectors, where knowledge is shared fairly and sustainably, contributing to enhancing innovation and
achieving sustainable development.
Mission:
To build effective knowledge partnerships between academia, government, society, and industry to promote
equitable knowledge exchange, support sustainable impact, and achieve integration between different roles,
contributing to the development of a knowledge-based educational, economic, and social environment.
Key Principles of the Strategy:
Equity in Exchange: Ensuring the equitable distribution of knowledge and resources among all
stakeholders.
Sustainability in Impact: Focusing on long-term impact and avoiding short-term solutions.
Integration in Roles: Enhancing collaboration among all stakeholders and achieving integration between
different roles.
Cross-Sector Collaboration: Encouraging collaboration between various government, academic,
community, and industrial sectors.
International Networking and Interaction: Expanding the scope of partnerships to include collaboration
across institutional and international boundaries.
Basic principles of the strategy:
1. Fairness and Equity: Ensuring a fair distribution of benefits, responsibilities, and resources among all partners.
justice and
fairness
Transparency
and
accountability
mutual benefit Sustainability mutual respect Focus on value
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2. Transparency and Accountability: Building trust through clear and open communication and establishing
accountability mechanisms.
3. Mutual Benefit: Designing partnerships to deliver added value and mutual benefits for all parties.
4. Sustainability: Focusing on building long-term relationships that are adaptable to change.
5. Mutual Respect: Valuing the diverse experiences, knowledge, and cultures of partners.
6. Focusing on Value: Directing partnerships toward achieving clear and measurable knowledge management
objectives.
Main stages of strategy implementation:
Phase Goal Application
Phase 1:
Assessment and
Planning
Identify Needs and
Objectives
- Identify the institution’s knowledge needs and existing
knowledge gaps (current reality study). - Define the desired
objectives for establishing knowledge management
partnerships (e.g., accessing new expertise, developing
innovative solutions, exchanging best practices). - Identify
potential types of partnerships (with similar institutions,
research organizations, experts, suppliers, clients).
Analyze Potential
Partners
- Identify and evaluate potential partners based on their
expertise, resources, culture, goals, and alignment with the
institution’s objectives. - Analyze the risks and opportunities
of each partnership.
Define the
Partnership
Framework
- Clearly define the partnership’s scope, objectives, and
expected outcomes. - Define roles and responsibilities for
each partner in detail. - Develop mechanisms for decision-
making and conflict resolution. - Specify the resources
(human, financial, technical) allocated to the partnership.
Define Mechanisms
for Justice and
Sustainability
- Define how benefits (e.g., intellectual property, profits,
recognition) will be distributed fairly. - Develop plans to
ensure the sustainability of the partnership in the long term
(e.g., review and renewal mechanisms, contingency plans).
Phase 2: Building
and
Establishment
Communication and
Negotiation
- Communicate effectively with potential partners to explain
the partnership vision and its benefits. - Negotiate partnership
terms transparently and fairly, considering the interests of all
parties.
Formalizing
Agreements
- Document the partnership terms in clear, detailed legal
agreements that specify rights, duties, responsibilities,
dispute resolution mechanisms, and benefit distribution.
Building Trust and
Relationships
- Invest in building strong, trust-based relationships with
partners. - Promote open and honest communication.
Establishing Shared
Knowledge
- Identify appropriate technical tools and platforms for
effective knowledge exchange, storage, and management. -
Establish clear protocols for knowledge sharing and updates.
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Management
Mechanisms
Phase 3:
Management and
Activation
Activate
Communication and
Collaboration
Mechanisms
- Create effective, regular communication channels between
partners. - Organize joint meetings and workshops to
exchange knowledge and build relationships. - Encourage
collaboration on joint projects and initiatives.
Monitor and Evaluate
Performance
- Set Key Performance Indicators (KPIs) to measure the
partnership's effectiveness and achievement of goals. -
Conduct periodic evaluations of the partnership's
performance, identifying strengths and weaknesses. - Gather
feedback from partners and use it to improve the partnership.
Ensure Ongoing
Justice and
Sustainability
- Periodically review mechanisms for distributing benefits
and responsibilities to ensure ongoing fairness. - Adapt the
partnership to changes in the internal and external
environment to ensure sustainability. - Invest in the
development of partners' capabilities and promote shared
learning.
Risk Management
and Conflict
Resolution
- Identify potential risks to the partnership and develop
mitigation plans. - Apply clear and effective conflict
resolution mechanisms in a fair and satisfactory manner for
all parties.
Phase 4: Review
and
Improvement
Conduct
Comprehensive
Reviews
- Perform periodic, comprehensive reviews of the
partnership’s performance, effectiveness, and goal
achievement. - Assess adherence to the principles of justice
and sustainability.
Identify Lessons
Learned
- Document lessons learned from the partnership experience
for application in future partnerships.
Make Improvements
and Adjustments
- Make necessary adjustments and improvements to the
partnership structure and operational mechanisms based on
review results. - Renew or terminate agreements based on the
mutual benefit of all parties.
Critical Success Factors for the Strategy:
1. Senior Leadership Commitment: This refers to the extent of engagement and support of the institution's senior
leadership—whether a university administration, a company's board of directors, or a government department—
in adopting and implementing the knowledge partnership strategy. The importance lies in the fact that senior
leadership provides formal legitimacy, funding, and strategic direction for projects. Leaders' support fosters a
culture of collaboration and eliminates potential resistance to change. This is achieved through: involving
leadership in formulating partnership objectives; issuing decisions and policies that support collaborative
knowledge management; and allocating financial and human resources to implement partnerships.
Practical examples: a university president directing colleges to establish knowledge partnerships with the
industrial sector. A minister or governor supporting an open data platform initiative in collaboration with civil
society.
2. Collaborative Culture: The existence of an organizational environment within the institution that encourages
knowledge sharing, transparency, team spirit, and openness to others. The importance lies in the fact that culture
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is the foundation upon which partnerships grow; without a collaborative culture, partnerships devolve into
competition or resistance. Sharing tacit knowledge (personal experience) only occurs in psychologically safe
environments. This can be achieved by: encouraging employees to work together, celebrating joint initiatives,
avoiding the penalties associated with sharing mistakes or problems, and encouraging collective learning.
Incorporating the values of "trust, sharing, and acknowledging others" into performance and reward systems.
Applied examples: Teams from different departments collaborate to develop a new knowledge initiative.
Allocating weekly time for "learning sharing" or "communities of practice" sessions.
3. Partnership management skills: This refers to the individuals or teams responsible for managing partnerships
possessing the knowledge and skills necessary to plan, implement, and evaluate knowledge partnerships. The
importance lies in the fact that knowledge partnerships require coordination with multiple parties and a delicate
balance between different interests. Weakness in these skills leads to misunderstandings or partnership failure
due to miscommunication or misperceptions. This can be achieved by training those responsible for partnerships
in negotiation, relationship building, analyzing stakeholders, and conflict management. Furthermore,
establishing a unit or department within the organization dedicated to "knowledge partnership management."
Using collaborative project management tools (such as Canvas for partnerships or collaborative CRM tools).
Applied examples: Forming a partnership team between the university and the city municipality to manage a
community knowledge project. Training public relations officers to manage knowledge collaborations with
international organizations.
4. Effective communication: This means building open, continuous, and transparent communication channels
between all partners, ensuring regular information and feedback exchange. Good communication enhances
transparency, detects challenges early, and facilitates rapid adaptation, as a lack of communication creates
knowledge gaps and leads to misunderstandings and a loss of trust. This can be achieved using integrated digital
communication tools (such as Slack, Microsoft Teams, Zoom, etc.), organizing periodic meetings (virtual or
physical) to monitor progress and coordinate efforts, and documenting and sharing decisions and outcomes with
all parties.
Applied examples: An electronic platform for a multi-stakeholder partnership to exchange documents and notes.
Monthly newsletters outlining the progress achieved in the partnership and reviewing success stories.
5. Flexibility, adaptability, and the ability to adjust the goals, activities, and structures of the partnership in
response to contextual changes and the needs of the parties. and emerging challenges. Partnerships are affected
by political, economic, and technological factors; rigid institutions fail. The ability to adapt ensures the continuity
and effectiveness of partnerships despite changing circumstances. This is achieved by adopting flexible and
adaptable partnership models, conducting interim assessments and periodic reviews of the joint plan, and
involving all partners in making adjustment and adaptation decisions.
Practical examples: Modifying the role of an industrial partner in an educational project due to new economic
circumstances, and transforming the partnership into a digital partnership when an emergency occurs (such as a
pandemic).
Factor Interpretation Activation Tools Risks of Absence
Top Leadership
Commitment
Official and strategic
support from institutional
leaders
Decisions, funding,
symbolic participation
Lack of seriousness, weak
impact
Collaboration
Culture
Organizational environment
that encourages participation
Exchange sessions,
collective rewards
Knowledge
monopolization, resistance
to partnership
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Partnership
Management Skills
Competencies in
negotiation, coordination,
and follow-up
Training, specialized
teams, follow-up tools
Poor coordination,
partnership failure
Effective
Communication
Continuous and clear
communication channels
Digital platforms,
meetings, reports
Knowledge gaps,
conflicting interests
Flexibility and
Adaptability
Smart response to changes Periodic evaluations,
staged adjustments
Freezing of the partnership,
lack of continuity
Linking tools and strategic stages:
Phase in Strategy Appropriate Tool Goal
Establishment and Planning Knowledge Management Platforms
+ Collaboration Tools
Sharing visions and building
understanding
Implementation and
Operation
Communication Tools + Document
Management Systems
Daily coordination and secure
knowledge exchange
Evaluation and
Improvement
Analysis Tools + KPIs Measuring performance and
identifying development opportunities
Documentation and
Institutionalization
Content Management Systems Preserving institutional memory and
ensuring sustainability
RECOMMENDATIONS:
First Recommendation: Adopt a clear and integrated strategic vision for collaborative knowledge management.
Academic, governmental, and private institutions should adopt a clear strategic vision for knowledge
management, integrating knowledge partnerships as a tool for achieving development and innovation goals. This
vision should include the dimensions of knowledge equity, sustainability, and collaborative innovation, while
setting measurable objectives and flexible operational plans. Reference: The results of the first question showed
that the absence of a strategic dimension in the concept weakens the effectiveness of knowledge management,
as in the study by Mittelstadt (2025) and the study by Shahawati (2025).
Second Recommendation: Establish an institutional culture that supports collaboration and knowledge sharing.
An organizational culture based on trust, openness, and mutual respect among partners must be fostered. The
work environment must be conducive to the exchange of both tacit and explicit knowledge, through moral and
material incentives, and formal and informal interactive spaces. Reference: The results of the second and third
questions confirmed that the absence of a culture of collaboration represents one of the biggest obstacles to
knowledge management, as reported in studies by Rexwait (2025) and Peng (2025).
Recommendation Three: Develop digital infrastructure and collaborative knowledge management technologies.
Investment in advanced tools and technologies, such as collaborative platforms, analytics tools, content
management systems, and digital communication, is recommended. This will ensure a digital environment
conducive to knowledge sharing, documentation, and tracking. These tools should also be linked to performance
indicators to evaluate the effectiveness of partnerships. Reference: The results of supporting tools revealed the
importance of technical solutions in the success of partnerships and in overcoming organizational and
communication challenges, as reported in studies by Huang and Cheng (2025) and Al-Qahtani (2025).
Recommendation Four: Build human capacity to effectively manage knowledge partnerships.
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Training and professional development programs should be designed for employees in the institutions
participating in the partnership, to qualify them in the areas of knowledge management, negotiation,
coordination, and joint project leadership. Administrative units specialized in partnership management should
also be established. Reference: The results of the second and third questions revealed that the lack of
competencies and knowledge management skills represents a major obstacle, as reported by Furutani (2025) and
Abu Al-Majid et al. (2025).
Recommendation Five: Establish fair and flexible governance frameworks to regulate knowledge partnerships.
Governance models should be designed to ensure the equitable distribution of knowledge and benefits among
parties, provide clear mechanisms for resolving disputes, and enable continuous adjustments to meet changing
needs. This includes signing a partnership charter, defining roles, and mechanisms for participation and
accountability. Reference: Several studies (e.g., Iwan and Mittelstadt) have shown that multiple parties and
conflicts of interest are among the greatest obstacles to collaboration, requiring a flexible and fair governance
framework.
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