Leveraging Digital Transformation For Knowledge Management In Projects

This paper investigates how Digital Transformation (DT) influences Knowledge Management (KM) within Project Management (PM) environments. Guided by grounded theory, the study employed twenty semi-structured interviews with project managers. Data were analysed using ATLAS.ti through open, axial, and selective coding. The analysis generated a conceptual model explaining how DT influences KM through four interrelated categories: facilitators, enablers, limiters, and disablers. Findings show that DT enhances knowledge capture, transfer, and application, although its effectiveness depends on organisational readiness and governance. Facilitators reflect contextual and behavioural conditions for DT-supported KM, while enablers operationalise this readiness. Limiters reduce DT effectiveness, whereas disablers represent structural or systemic barriers that may block integration. Theoretically, the study proposes a mechanism-oriented framework that extends DT, KM, and PM research beyond technology-centric explanations. Practically, it supports managers in strengthening organisational readiness, aligning governance, mitigating barriers, and leveraging DT to improve organisational learning and project performance.