Towards a unified knowledge management framework in non-profit sector: The case of Canada

The interest in knowledge management (KM) and its capabilities exists in all business sectors. Since 2009, and building on the result of Heisig's (2009) study, a few researchers have tried to create a new unified knowledge management framework, such as Evans et al. (2015) and Shongwe (2016). These frameworks and other heterogeneous knowledge management frameworks have been presented as holistic solutions that meet all sectors’ needs globally. Aiming to assist non-profit organizations implementing knowledge management programs, and as a part of a PhD thesis, this qualitative case study provides a practical and effective holistic KM framework dedicated to guiding NPOs in achieving their goals in serving surrounding communities and countries. This paper highlights pertinent issues in Knowledge Management framework development and implementation, which enhances the academic understanding and the practical implementation avenues for KM researchers and managers in the non-profit sector by suggesting common components of KM programs in NPOs led by a framework. This study is unique in presenting knowledge management components and framework derived from NPOs’ country, language, and culture to meet their specific needs and guide them in implementing successful KM programs.