Making transparent knowledge management: a knowledge-based dynamic capability perspective

Purpose The purpose of this study is to explore how transparent knowledge management (KM) seamlessly integrates within routine business processes by identifying and examining the microfoundations of knowledge-based dynamic capabilities (KBDCs). Utilizing case study data and grounded theory across a diverse sample of Indonesian organizations, this paper also investigates how varying organizational milieus shape transparent KM practices to advance both theoretical insights and practical applications in this key area. Design/methodology/approach This study adopts a multiple-case study design based on semi-structured interviews with 23 KM professionals across Indonesian organizations. Data were analyzed using a Gioia-inspired qualitative approach, combining first-order concepts, second-order themes and aggregate dimensions, with an iterative comparison between empirical findings and the knowledge-based dynamic capability (KBDC) framework. Findings Transparent KM enables KBDCs by increasing knowledge visibility, accessibility and cross-functional connectivity, thereby reducing knowledge silos. Knowledge consumption transforms shared and accessible knowledge into learning outcomes, which in turn generates new knowledge needs and triggers further knowledge management activities, forming a recursive process that coevolves over time. Practical implications Embedding continuous and institutionalized organizational learning into KM routines can help organizations transform knowledge into actionable capabilities and sustain the recursive renewal of knowledge. Originality/value This study extends the KBDC framework by identifying the microfoundations through which KBDCs become embedded in transparent KM and proposing a recursive framework linking knowledge processes, organizational learning and capability renewal.