This paper aims to extend Kruger’s (2008) strategy-oriented knowledge management (KM) maturity model by integrating organizational learning as an explicit mechanism to explain KM maturity progression. It addresses the limitation of existing models that describe maturity levels but provide limited explanation of why organizations progress or stagnate.
This paper adopted a sequential explanatory mixed-methods design at Isfahan Regional Electric Company. Quantitative data were collected from 100 managers and specialists using Kruger’s Knowledge Management Maturity Questionnaire and Watkins and Marsick’s DLOQ, followed by 11 semi-structured interviews analyzed through thematic network analysis. Field observations and documentary analysis complemented the findings.
Four of the six KM maturity stages were below their desired benchmark, and individual and team learning levels were below their respective benchmarks. Individual and team learning emerged as foundational capabilities, while analytical thinking, systems thinking and strategic leadership functioned as stage-specific enabling mechanisms. An exploratory non-linear U-shaped maturity pattern was identified, with Stages 1 and 6 outperforming intermediate stages.
The single-site design may limit generalizability. Future research can validate the framework via longitudinal studies, structural equation modeling and diverse contexts.
This paper highlights developing organizational learning capabilities alongside analytical thinking, systems thinking and strategic leadership.
Improving KM maturity can support knowledge retention, organizational resilience and network sustainability in infrastructure-intensive utilities.
This paper develops an organizational learning-based explanatory framework and identifies mechanisms shaping non-linear KM maturity progression, contributing to deeper understanding of how maturity advances.
