Innovative Approach: Leveraging Design Thinking for Enhancing Knowledge Sharing in Knowledge Intensive Firms

Purpose: This research delves into the intricate challenges of knowledge management (KM) within technical departments of knowledge-intensive firms (KIFs), with a specific focus on preserving critical knowledge amidst employee turnover. Recognizing the four main components of KM—people, process, content/IT, and strategy—and emphasizing the paramount importance of individuals in KM alongside the human-centric approach of design thinking (DT), the study aims to enhance KM processes, particularly knowledge sharing (KS), utilizing DT to fortify organizational success. Methodology: This study utilizes mixed method action research, which includes in-depth interviews and observations, immersion and questionnaire to collect employee insights. Thematic analysis is utilized to identify key challenges. Employing the DT framework, the research progresses through problem definition, ideation, prototyping, testing, and iterative refinement stages, following the structured steps of DT. Findings: Thematic analysis identifies persistent KM challenges, encompassing individual, organizational, and technology barriers. These challenges are effectively addressed through innovative solutions developed with DT principles, leading to tangible enhancements in KM processes. Iterative cycles of prototyping and testing further refine these solutions, particularly in facilitating KS among employees. Originality: This research demonstrates the efficacy of DT in addressing KM challenges within KIFs. Through prioritizing human-centric problem-solving, DT's iterative and learning-oriented nature boosts organizational efficiency and stimulates innovation. The direct engagement of end-users in solution design further highlights the cost-effectiveness of this approach, ultimately enhancing KM outcomes. Contribution: The study presents solutions tailored to the unique challenges of KM, transferable not only within the technical department but also across KIFs. Given the prevalence of unsuccessful KM implementations, the human-centric ethos of DT emerges as a pragmatic and economical approach for diagnosing and mitigating KM obstacles. Nonetheless, the study highlights the adaptability of DT in addressing specific KM issues, offering a pathway for other departments to tackle their KM challenges effectively.