Bridging Theory and Practice in Knowledge Management: A Unified Framework for Creation, Transfer, and Application

Abstract The ancient Indian principle of "Śrotavyo mantavyo nididhyāsitavya" (to be heard, reflected upon, and deeply realised) beautifully captures what modern organisations are still grappling with—how to truly embed knowledge into their everyday functioning. While knowledge management (KM) theories have evolved considerably over the past three decades, there remains a stubborn gap between what we know should work and what actually happens on the ground. This paper presents a unified framework that brings together the Knowledge-Based View (KBV), the SECI model, and critical insights about organisational culture and leadership. Through a systematic review of secondary literature spanning 2015-2026, we examine how KM strategy, when genuinely supported by the right cultural environment and authentic leadership, drives meaningful knowledge creation, sharing, and application. Our findings suggest that organisations which align their knowledge processes with core strategic goals—and back this up with visible leadership commitment—consistently achieve better innovation outcomes and performance metrics. The framework offers a practical roadmap for both researchers and practitioners looking to move beyond theoretical discussions to actual implementation. Drawing from the Bhagavad Gita's wisdom—"Yogasthaḥ kuru karmāṇi" (perform duties with equanimity and balance)—we argue that sustainable knowledge management depends as much on cultural grounding and mindful leadership as it does on technical systems and processes.