Understanding the key factors influencing knowledge management in business environments: a systematic review

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Using the PRISMA approach, a systematic review of 44 empirical and conceptual articles published between 2020 and 2024 was conducted. The findings indicate eight key variables that are critical for strengthening KM: leadership, technology, entrepreneurial orientation, strategic orientation, learning orientation, innovation, human resource management, and high-performance work systems. The findings show that leadership promotes collaboration and trust, creating a supportive environment for KM. Technological advancements facilitate efficient knowledge sharing and application, while strategic alignment ensures KM supports organizational goals. Human resource practices engage employees in knowledge processes, and high-performance work systems enhance knowledge acquisition and utilization. Innovation drives the generation of new ideas, and entrepreneurial orientation encourages a proactive approach to leveraging knowledge for competitive advantage. Despite the growing interest in KM, challenges such as resistance to change, inadequate infrastructure, and varying employee readiness hinder its effective implementation. This study emphasizes the need for an integrated KM approach that addresses these barriers while aligning KM strategies with organizational needs. Future research should investigate how these factors interact across different industries and cultural contexts to optimize KM practices and improve organizational performance." } { "@context": "http://schema.org", "@type": "BreadcrumbList", "itemListElement": [ { "@type": "ListItem", "position": "1", "item": { "@id": "https://f1000research.com/", "name": "Home" } }, { "@type": "ListItem", "position": "2", "item": { "@id": "https://f1000research.com/browse/articles", "name": "Browse" } }, { "@type": "ListItem", "position": "3", "item": { "@id": "https://f1000research.com/articles/14-738/v2", "name": "Understanding the key factors influencing knowledge management in..." } } ] } Home Browse Understanding the key factors influencing knowledge management in... ALL Metrics - Views Downloads Get PDF Get XML Cite How to cite this article Mardian MT, Musadieq MA, Iqbal M and Ruhana I. Understanding the key factors influencing knowledge management in business environments: a systematic review [version 2; peer review: 1 approved, 2 not approved] . F1000Research 2025, 14 :738 ( https://doi.org/10.12688/f1000research.165390.2 ) NOTE: If applicable, it is important to ensure the information in square brackets after the title is included in all citations of this article. Close Copy Citation Details Export Export Citation Sciwheel EndNote Ref. Manager Bibtex ProCite Sente EXPORT Select a format first Track Share ▬ ✚ Systematic Review Revised Understanding the key factors influencing knowledge management in business environments: a systematic review [version 2; peer review: 1 approved, 2 not approved] Muhammad Taufik Mardian https://orcid.org/0009-0005-6460-1408 1 , Mochammad Al Musadieq 1 , Mohammad Iqbal https://orcid.org/0000-0002-1052-9632 1 , Ika Ruhana 1 Muhammad Taufik Mardian https://orcid.org/0009-0005-6460-1408 1 , Mochammad Al Musadieq 1 , Mohammad Iqbal https://orcid.org/0000-0002-1052-9632 1 , Ika Ruhana 1 PUBLISHED 16 Dec 2025 Author details Author details 1 Faculty Of Administrative Sciences, Brawijaya University, Malang, East Java, 65145, Indonesia Muhammad Taufik Mardian Roles: Conceptualization, Writing – Original Draft Preparation, Writing – Review & Editing Mochammad Al Musadieq Roles: Data Curation, Visualization, Writing – Original Draft Preparation Mohammad Iqbal Roles: Formal Analysis, Validation, Writing – Original Draft Preparation Ika Ruhana Roles: Methodology, Software, Writing – Original Draft Preparation OPEN PEER REVIEW DETAILS REVIEWER STATUS Abstract This study aims to identify and synthesise the main factors that influence knowledge management (KM) in business environments. Using the PRISMA approach, a systematic review of 44 empirical and conceptual articles published between 2020 and 2024 was conducted. The findings indicate eight key variables that are critical for strengthening KM: leadership, technology, entrepreneurial orientation, strategic orientation, learning orientation, innovation, human resource management, and high-performance work systems. The findings show that leadership promotes collaboration and trust, creating a supportive environment for KM. Technological advancements facilitate efficient knowledge sharing and application, while strategic alignment ensures KM supports organizational goals. Human resource practices engage employees in knowledge processes, and high-performance work systems enhance knowledge acquisition and utilization. Innovation drives the generation of new ideas, and entrepreneurial orientation encourages a proactive approach to leveraging knowledge for competitive advantage. Despite the growing interest in KM, challenges such as resistance to change, inadequate infrastructure, and varying employee readiness hinder its effective implementation. This study emphasizes the need for an integrated KM approach that addresses these barriers while aligning KM strategies with organizational needs. Future research should investigate how these factors interact across different industries and cultural contexts to optimize KM practices and improve organizational performance. READ ALL READ LESS Keywords Knowledge Management, Leadership, Technology, Strategy, Human Resource, Innovation, Entrepreneurial Corresponding Author(s) Muhammad Taufik Mardian ( [email protected] ) Close Corresponding author: Muhammad Taufik Mardian Competing interests: No competing interests were disclosed. Grant information: The author(s) declared that no grants were involved in supporting this work. Copyright: © 2025 Mardian MT et al . This is an open access article distributed under the terms of the Creative Commons Attribution License , which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited. How to cite: Mardian MT, Musadieq MA, Iqbal M and Ruhana I. Understanding the key factors influencing knowledge management in business environments: a systematic review [version 2; peer review: 1 approved, 2 not approved] . F1000Research 2025, 14 :738 ( https://doi.org/10.12688/f1000research.165390.2 ) First published: 28 Jul 2025, 14 :738 ( https://doi.org/10.12688/f1000research.165390.1 ) Latest published: 19 May 2026, 14 :738 ( https://doi.org/10.12688/f1000research.165390.3 ) Revised Amendments from Version 1 This version includes a substantially revised and more detailed Methods section, providing greater transparency of the PRISMA-based SLR procedures and enhancing replicability. The Results section has also been expanded with clearer descriptions of the characteristics and key findings of the included articles, while the overall aims of the study remain unchanged. This version includes a substantially revised and more detailed Methods section, providing greater transparency of the PRISMA-based SLR procedures and enhancing replicability. The Results section has also been expanded with clearer descriptions of the characteristics and key findings of the included articles, while the overall aims of the study remain unchanged. See the authors' detailed response to the review by Umair Zia See the authors' detailed response to the review by Yen Efawati and Harmon Chaniago See the authors' detailed response to the review by Hellen Ogutu READ REVIEWER RESPONSES  There is a newer version of this article available. Suppress this message for one day. 1. Introduction Knowledge management (KM) has become a critical determinant of organizational success in today’s dynamic and competitive business landscape. KM can be understood as the systematic process of acquiring, organizing, sharing, and applying knowledge to enhance performance and innovation. As businesses increasingly recognize the value of knowledge as a strategic asset, the importance of KM in fostering adaptability, improving decision-making processes, and sustaining competitive advantage in rapidly changing environments has become more pronounced. 1 KM enables organizations to treat knowledge as a strategic resource. 2 , 3 Traditionally, companies have prioritized tangible assets such as capital, labor, and raw materials. However, human resources, encompassing explicit knowledge (documented expertise, training programs, and organizational policies) and tacit knowledge (employee skills, experience, and insights), are now recognized as critical drivers of value creation. 4 – 6 In today’s globalized and digital world, accessing, sharing, and applying knowledge is a key source of competitive advantage. 7 A well-developed KM strategy allows companies to leverage their collective human resources, enabling faster responses to market changes, customer demands, and technological advancements. 4 , 5 By sharing best practices and lessons learned across departments, organizations can streamline operations, reduce redundancies, and improve overall efficiency. 8 In this way, KM becomes indispensable in navigating the constant changes that characterize today’s business environment. 9 , 10 Organizations that manage their knowledge effectively are better positioned to respond to these shifts, adapt to new circumstances, and capitalize on emerging opportunities. KM frameworks that promote continuous learning, knowledge sharing, and cross-functional collaboration can enhance organizational agility and responsiveness. Businesses with strong KM practices are more likely to deliver vital information to the right people at the right time, supporting quicker and more informed decisions in uncertain environments. 11 When employees at all levels have easy access to relevant and up-to-date knowledge, decision quality improves and the risks associated with isolated decisions are reduced. 12 Moreover, by fostering collaboration across diverse teams, KM enables decision-makers to benefit from the collective intelligence within the organization, making for more holistic, informed decisions that lead to better outcomes. Another critical aspect of KM is its role in fostering innovation, an essential driver of organizational growth and sustainability. Organizations must keep pace with industry trends and anticipate and lead change to remain competitive. 13 , 14 KM helps create an environment conducive to innovation by supporting creativity and the free exchange of ideas. KM encourages employees to contribute their ideas, experiences, and expertise by promoting a knowledge-sharing and collaboration culture. 15 When knowledge is freely shared and integrated into the innovation process, organizations are better equipped to generate new solutions to complex problems and identify opportunities for product or service development. Moreover, KM systems that capture lessons from successes and failures provide valuable insights that help organizations refine their innovation strategies over time. 14 In modern business, competitive advantage is no longer solely about superior products or services. It is increasingly about superior knowledge. Organizations that systematically capture, store, and apply knowledge are better positioned to sustain long-term success. KM enables firms to preserve institutional memory, avoid redundancy, and improve operational efficiency. 7 By promoting continuous learning and improvement, KM also supports the development of expertise and thought leadership within an organization. 16 Over time, businesses with strong KM systems create a virtuous cycle in which continuous improvements in knowledge-sharing processes reinforce their competitive advantage, allowing them to stay ahead of the curve. 3 This cycle of knowledge-driven growth becomes difficult for competitors to replicate, especially in industries where expertise, innovation, and the ability to adapt quickly are the primary sources of differentiation. Despite the undeniable importance of KM, its implementation often encounters significant challenges stemming from organizational, technological, and cultural factors. 7 , 8 Issues such as resistance to change, inadequate infrastructure, lack of leadership support, and varying levels of employee readiness highlight the complexity of integrating KM into organizational processes. 2 These challenges indicate the need for a clearer understanding of the conditions that drive or hinder KM effectiveness in different business contexts. While KM has garnered substantial academic and practical attention, with studies exploring leadership styles, technological advancements, and external environmental factors, there remains a gap in synthesizing these findings to identify recurring themes, emerging trends, and areas requiring further investigation. Addressing this gap is essential for optimizing and tailoring KM strategies to meet the specific needs of diverse organizational contexts. This study aims to bridge the gap by systematically reviewing the key factors influencing KM in business environments. By synthesizing empirical and theoretical research, the paper identifies critical success factors, common challenges, and practical implications for implementing KM initiatives. Findings from this review offer insights that can inform and direct future research. The structure of the paper is as follows: Section 1 provides a brief background; Section 2 discusses the relevant theories in this field; Section 3 outlines the information sources, study selection process, data collection methods, and data items; Section 4 presents the research findings; and finally, Section 5 summarizes the paper, highlighting its contributions, limitations, and suggestions for future research directions. RQ: What critical factors influence the effectiveness of knowledge management practices in business environments? 2. Literature review 2.1 Knowledge management Knowledge Management (KM) is a systematic approach to capturing, sharing, and utilizing organizational knowledge to drive innovation, improve efficiency, and gain competitive advantage. 17 Knowledge is considered a critical asset for organizations, encompassing best practices, decision-making processes, and creativity that are difficult for competitors to replicate. KM emerged to standardize creating, disseminating, and applying informational assets within businesses to promote growth and competitive edge. It involves the strategic management of intellectual resources, which is essential for creating value and fostering organizational success. 2 Research indicates that effective KM practices are integral to corporate sustainability, as organizations rely on acquiring and applying new knowledge to build core competencies and ensure long-term success. 18 Aligning knowledge management with organizational objectives supports sustainable growth and strengthens long-term competitiveness. Recent studies highlight the significant impact of KM capabilities on improving organizational performance. 11 Nonetheless, knowledge must be tailored to the organization’s unique context. Knowledge is recognized as an essential resource for generating value and maintaining competitive advantages in a volatile environment. 19 Additionally, the methods through which knowledge is generated and applied within companies are key, inimitable competencies that managers must identify and develop to foster lasting competitive advantages. 20 Effectively managing knowledge is vital for organizations aiming to stay competitive and sustainable in an ever-changing business environment. By aligning KM practices with organizational goals and adapting them to specific contexts, companies can enhance performance, create value, and maintain a long-term competitive edge. Knowledge management is key in supporting organizational learning and adaptability by capturing insights from past experiences and promoting reflection and feedback. These processes enhance a firm’s resilience and agility, allowing it to thrive in dynamic environments. Additionally, KM helps preserve valuable knowledge assets in the face of technological changes, mitigating risks and ensuring their effective use to maintain a competitive edge. 7 To fully leverage the competitive advantages of information management, managers need to adopt supportive attitudes and a human-centered mindset, which can motivate employees to embrace new and existing knowledge. On the other hand, a closed-minded workforce and rigid management styles can undermine knowledge management efforts, ultimately stifling innovation and reducing the organization’s ability to adapt. 21 Successful knowledge management drives organizational learning, flexibility, and innovation. By fostering a culture of support and ensuring that valuable knowledge is preserved and applied effectively, organizations can adapt to changing environments and sustain their competitive edge. 2.2 Systematic literature review A systematic literature review (SLR) is a methodical approach to research that involves gathering and evaluating studies on a specific topic. It serves various functions, such as identifying, reviewing, analyzing, and interpreting studies that address particular research questions. SLRs are often vital for shaping a research agenda, forming part of a dissertation or thesis, or assisting with research grant proposals. This method is widely used by researchers and scholars to review scientific literature, as it helps reduce bias and subjective interpretations of the results. SLR provides a comprehensive overview of research trends, their effectiveness, and the scope of earlier studies in a given field. 22 A systematic review adheres to established methodologies and guidelines for thoroughly searching, filtering, reviewing, evaluating, interpreting, synthesizing, and presenting findings from various publications on a specific subject. Its goal is to compile the most complete set of relevant literature, assess the quality of individual studies, and exclude those of low quality. With its comprehensive documentation of processes and assumptions, an SLR is designed to be replicable, often requiring a team of at least two people to minimize bias. Although time-consuming, the rigorous process of SLRs ensures they are a highly reliable source of evidence on a given topic. The PRISMA statement, introduced in 2009 by an international group of healthcare researchers, was developed to enhance the methodological rigor and quality of SLRs and meta-analyses. Initially intended for reviewing randomized trials, PRISMA has since been adapted to a range of research types. The systematic review process consists of several crucial steps: formulating the research question, forming a review team, defining search areas and sources, performing a systematic search, critically analyzing the data, interpreting the findings, and reporting the results. 23 3. Research method This review was conducted systematically following PRISMA guidelines. Literature was searched in database Scopus using predefined keywords, limited to English-language journal articles from 2020–2024; a summary of the search strategy is presented in Figure 1 . Studies were screened in stages (title and abstract, then full text) against predefined inclusion and exclusion criteria, with differences resolved through discussion. This review follows PRISMA 2020 to ensure transparency and reproducibility. The review protocol was developed a priori but was not publicly registered; all procedures and criteria are detailed in the Methods. Data were extracted using a standardized form and synthesized narratively to map key factors, challenges, and practical implications. Figure 1. PRISMA Flow diagram. 3.1 Literature search strategy The literature search was systematically designed to investigate and gather various comprehensive sources discussing knowledge management. This study uses the SLR approach suggested by. 22 Conducted in January 2025, the systematic literature review followed the Preferred Reporting Items for Systematic Reviews and Meta-Analysis (PRISMA) guidelines. The search was conducted in Scopus, chosen for its extensive, high-quality coverage of peer-reviewed journals. The Scopus search used the single explicit keyword “Knowledge Management” applied to the TITLE-ABS-KEY fields. The review targeted publications from 2020 to 2024 to ensure coverage of the most recent developments in Knowledge Management research. This approach seeks to provide a thorough and nuanced understanding of various perspectives and findings in the field. A PRISMA flow diagram was created and shown in Figure 1 to detail the article selection process. 3.2 Inclusion criteria This study involved a manual article review process in five stages, including title, abstract, and full-text review. Relevant sources were defined through specific inclusion and exclusion criteria to guarantee their relevance and quality. The following inclusion criteria (IC) were used as guidelines for the systematic literature review to ensure the selection of relevant and high-quality studies: IC1: Open-access, peer-reviewed journal articles with full-text available. IC2: Published 2020–2024; exclude books, book chapters, reviews, and conference papers/proceedings. IC3: English-language articles. IC4 (Title/abstract screening): The title/abstract explicitly indicates the article addresses knowledge management. IC5 (Full-text eligibility): The full text presents empirical data or theoretical frameworks reporting the determinants/critical factors of knowledge management. 3.3 Information source All records were retrieved from Elsevier’s Scopus, selected for its extensive, high-quality coverage of peer-reviewed journals across business and management. Searches used the single explicit keyword “Knowledge Management” applied to TITLE-ABS-KEY. Scopus was chosen as the primary source of information due to its broad coverage of research articles, ensuring a comprehensive representation of the existing literature on global consumer behavior. Articles not fully accessible were also excluded in this study to ensure that all selected studies were available for thorough analysis and evaluation. 3.4 Study selection 1 ) Initial search (Identification). Scopus search with the single keyword “Knowledge Management” (TITLE-ABS-KEY) returned 33871 records. 2 ) Limits/filters applied. TITLE-ABS-KEY(“Knowledge Management”) AND PUBYEAR > 2019 AND PUBYEAR < 2025 AND (LIMIT-TO (DOCTYPE,“ar”)) AND (LIMIT-TO (SRCTYPE,“j”)) AND (LIMIT-TO (OA,“all”)) AND (LIMIT-TO (LANGUAGE,“English”)) Records remaining: 4903. 3) Title/abstract screening (IC4). Include if the title/abstract explicitly indicates KM as the topic. Records remaining: 228. 4) Full-text eligibility (IC5). Include empirical studies that examine determinants/critical factors influencing KM. 44 articles included in the study. Further details of the query, filters, and counts are provided in Table 1 . Table 1. Search strategy and results. Stage IC Inclusion rule Records (n) Notes Identification — Scopus TITLE-ABS-KEY("Knowledge Management") 33871 Initial hits (no filters) Limits IC1–IC3 year=2020–2024; DOCTYPE=ar; SRCTYPE=j; OA=all; English 4903 Full query in sub section 3.4 Title/Abstract screening IC4 Include if title/abstract explicitly indicates KM 228 Common exclusion: KM not explicit Full-text eligibility IC5 Include empirical studies on determinants/critical factors influencing KM 44 Exclusions: not empirical; no determinants focus 3.5 Data extraction and analysis Data were independently extracted by two reviewers using a standardized form covering author name(s), year of publication, article title, research method/design, study purpose, and key findings/results. Any discrepancies were reconciled through discussion (with a third reviewer available if needed). Extracted records were organized into a master table and synthesized narratively/thematically to address the research questions, highlighting convergent patterns and notable divergences across studies. 4. Result and discussion 4.1 Result and qualitative synthesis The chart in Figure 2 shows the progression in the number of publications focusing on knowledge management over the years. Between 2020 and 2022, the number of documents increased considerably, indicating a rising interest in knowledge management as a research area. This growth could be linked to heightened awareness of its role in supporting digital transformation and organizational adaptability. By 2023, the number of publications reached its peak, exceeding 1,100, showcasing the topic’s prominence and relevance during that year. However, a slight decline in the number of documents occurred in 2024, which may point to a shift in research priorities, the conclusion of significant studies, or natural variations in publication patterns. The chart reflects the growing importance of knowledge management as a research field, driven by organizational demands in an increasingly digital and dynamic environment. Figure 2. Distribution of selected studies over 5 years. The research data from the SCOPUS database was retrieved using the following search terms: TITLE-ABS-KEY (“Knowledge Management”) AND (LIMIT-TO (DOCTYPE, “ar”)) AND (LIMIT-TO (SRCTYPE, “j”)). The initial search resulted in 33,871 articles. These articles were then filtered and selected based on the inclusion criteria specified in IC1-IC5 by reviewing their titles, abstracts, and keywords. This screening process reduced the selection to 228 articles, which were fully reviewed. After completing this thorough selection, 44 articles were chosen for further examination. From the 33.871 articles identified through Scopus, published between 2020 and 2024, these studies employed quantitative research approaches and explored various aspects of knowledge management across different countries and industries. A qualitative analysis was also conducted on the 44 selected articles, as shown in Table 2 . Table 2. Qualitative synthesis. No Author Title Object Purpose 1 24 Driving Sustainable Performance in SMEs Through Frugal Innovation: The Nexus of Sustainable Leadership, Knowledge Management, and Dynamic Capabilities 236 craft SMEs in East Java, Indonesia This study explores how sustainable leadership, dynamic capabilities, and knowledge management interplay with frugal innovation to enhance the sustainable performance of SMEs. 2 17 Big Data Analytics and Organizational Performance: Mediating Roles of Green Innovation and Knowledge Management in Telecommunications 384 management-level employees across five major telecom companies in Bangladesh This study examines the impact of BDA on OP in Bangladesh’s telecommunications industry, with green innovation (GI) and knowledge management (KM) as mediating variables and big data analytics technical capabilities (BDATCs) as a moderating variable. 3 25 Effects of strategic leadership on change management: examining the mediating roles of accountability, knowledge management, and organizational culture in public organizations: a study in Central Gondar, Ethiopia 366 respondents in public organizations in Central Gondar, Ethiopia This study aims to investigate the effects of strategic leadership on change management within public organizations, mediated by organizational culture, knowledge management, and accountability. 4 26 Enhancing Business Incubator Performances from Knowledge-Based Perspectives 100 technology business incubators operating throughout Indonesia This study investigates 24 statement items aiming to uncover the factors influencing technology business incubators in Indonesia, focusing on knowledge management as a mediating variable from a knowledge-based perspective. 5 14 Sustainable innovation and business success: The mediating roles of information technology capability and knowledge management 180 SME in Saudi Arabia In this study, our goal was to explore the connections between Sustainable Innovation (SI), Business Success (BS), Information Technology Capability (ITC), and Knowledge Management (KM) within Small and Medium Enterprises (SMEs) in Saudi Arabia. 6 27 The role of digital literacy and knowledge management on process innovation in SMEs 489 owner SME in Indonesia This research investigates the effect of digital literacy on knowledge management, digital literacy on process innovation, and financial management on process innovation. 7 13 A mediated moderated analysis of knowledge management and stakeholder relationships between open innovation and performance of entrepreneurial firms SME in Jordan Current research attempts to address the gaps by analyzing the intricacies and dynamics of entrepreneurial firms’ involvement in Open Innovation. 8 28 Navigating Innovation Highways: Unraveling the Entrepreneurial Culture's Role with Knowledge Management as the Mediator in Automotive Technology Innovations In five hundred questionnaires, the study received responses from 53 managers and 332 employees in e-vehicle automobile industries in India This study aims to determine the impact of entrepreneurial Culture on technical innovation in the e-vehicle automobile business and examine the role of knowledge management as a mediator. 9 6 Role of entrepreneurial orientation, information management, and knowledge management in improving firm performance 150 small and medium-sized firms that manufacture furniture in Poland The study aims to examine the causal relationship between IM and KM. Our sample consisted of 150 small and medium-sized firms manufacturing furniture in Poland. 10 29 The mediating role of knowledge management practices and balanced scorecard in the association between artificial intelligence and organization performance: evidence from MENA region commercial banks 594 employees working in commercial banks operated in the MENA region Consequently, this research aims to answer these calls by providing and empirically testing a conceptual model that simultaneously takes into account Ai, KMP, and BSC with regard to their interactions with and effects on op. 11 7 Assessing the mediating role of knowledge management in the relationship between technological innovation and sustainable competitive advantage 370 respondents from 35 hotels This study employed the resource-based view theory to investigate the relationships between technological innovation, knowledge management, and sustainable competitive advantage in the hospitality sector, focusing explicitly on hotels in the Yaounde and Douala regions of Cameroon. 12 1 Breaking down barriers: Exploring the impact of social capital on knowledge sharing and transfer in the workplace 30 information service firms in mainland China, resulting in 483 valid responses This study delves into the influence of knowledge management processes on employees’ knowledge-sharing and transfer behaviors, viewed through the lens of the social exchange theory. It also probes the role of social capital in fostering and augmenting employees' involvement in refining these processes. 13 11 The analysis of a causal model of learning organization on sustainable organizational performance of public IT companies in China: Knowledge management practices and innovation capability as multiple mediators 46 employees from 10 public IT companies in China This research aims to empirically examine the role of learning organization practices in enhancing sustainable organizational performance, utilizing knowledge management and innovation capability as mediating variables. 14 30 Analyzing the impact of excellence practices on organizational performance: Knowledge management as a mediator in mobile network operators 256 employees within four MnOs in Yemen The purpose of this study is to analyze the impact of the eFQM excellence model in terms of the directional and execution excellence practices (the DePs and eePs) on organizational performance (OP). It also aims to analyze the mediation role of knowledge management processes (KMPs) between excellence practices and OP. 15 31 The influence of information technology, administrative management, and knowledge management practices on the success of e-government in Indonesia 380 questionnaires were distributed to respondents online via email and other online media DKI Jakarta province in implementing E-Government This research aims to analyze the influence of information technology, administrative management, and knowledge management practices on the success of E-Government. 16 32 Organizational Integration, Knowledge Management, and Sustainable Entrepreneurship for SMEs in Developing Economies 490 SMEs Nigeria This study underscores the indispensable role of knowledge management (KM) in promoting sustainable entrepreneurship (SE) among small and medium-sized enterprises (SMEs) in developing economies. 17 2 An empirical study of critical success factors in implementing knowledge management systems (KMS): The moderating role of culture IT employees from different service sectors in the United Arab Emirates This research focuses on the moderating effect of culture on the relationships between KMS and other variables affecting KMS in the service industry. 18 15 Driving intrapreneurial behavior through high-performance work systems Employee banks in Ecuador This paper analyzes the effect of employee perceptions of high-performance work systems on intrapreneurial behavior, with potential mediation by knowledge management processes. 19 8 Relationship between transformational leadership and knowledge management: The moderating effect of organizational culture 370 managerial staff members, both teaching and administrative, across various public universities in Peru This study investigates how transformational leadership impacts knowledge management, focusing on the moderating effect of organizational culture. 20 33 Analyzing the effect of Corporate Social Responsibility on Green Innovation Performance in the Spanish wine industry: A structural equation modeling analysis 202 Spanish wineries The present research analyses how Corporate Social Responsibility (CSR) practices affect Green Innovation Performance (GIP) in the Spanish wine industry. 21 12 Knowledge Management as Driver of Women’s Entrepreneurial Innovativeness 116 owner-managers SMEs in Bandung The goal of this research is to assess the entrepreneurial traits of women business owners in Bandung, Indonesia, including innovativeness, knowledge management, e-commerce adoption, risk-taking, and technology optimism. 22 34 Does knowledge management mediate the relationship between entrepreneurial orientation and firm performance? 150 small furniture manufacturers operating in Poland This study investigates the impact of entrepreneurial orientation (EO) and knowledge management (KM) on firm performance (PERF), as well as the mediating role of KM in the EO–PERF (EOPERF relationship). 23 35 Politics or markets: The dual role of the motivation to achieve organizational legitimacy in the development of knowledge management capabilities and business model innovation 236 Chinese new ventures running their businesses across a variety of sectors We investigate how knowledge management capabilities affect business model innovation by exploring the dual role of different legitimation motivations in triggering knowledge management capabilities and moderating the relationship between knowledge management capabilities and business model innovation. 24 4 Sustainable human resource management practices in organizational performance: The mediating impacts of knowledge management and work engagement 500 respondents from the sampling frame of general Jordanian public university lecturers This article presents a recent study outcome to examine (i) the mediating role of knowledge management and work engagement and (ii) the effect of sustainable HRM practices on organizational performance. 25 36 Clinical leadership and knowledge management: Essential role in patient safety culture? 237 nurses in Hospital “X” in West Nusa Tenggara This study analyzes the influence of clinical leadership effectiveness on patient safety culture by distributing questionnaires to 237 nurses in Hospital “X” in West Nusa Tenggara. 26 37 Nurse Performance and Influence Factors in Discharge Planning Based on Knowledge Management SECI Model in Stroke Patients 133 stroke unit nurses at Jombang District Hospital, Ploso Hospital, and Jombang Hospital This study aims to analyze the influence of nurse, family, patient, and organizational factors on the SECI Model knowledge management-based discharge planning in Jombang Regency, Indonesia. 27 19 Integrated e-learning for knowledge management and its impact on innovation performance among Jordanian manufacturing sector companies 57 Jordanian manufacturing companies were the study samples, and 470 managers were involved in this study at strategic, tactical, and operational levels The present study investigated the relationship between knowledge management (KM) and innovation performance (IP). The mediating effect of knowledge Management was deeply explored. 28 38 Promoting intrapreneurial behavior in banking: The role of high-performance work systems, knowledge management processes, and supervisor support Front line employees Bank in Ecuador This paper analyzes the role of high-performance work systems, knowledge management processes, and supervisor support in promoting intrapreneurial behavior. The results indicate a positive and significant relationship between high-performance work systems and intrapreneurial behavior. 29 39 Investigating the Key Factors Influencing the Process Innovation Capability in Organizations: Evidence from the Republic of Serbia 264 Serbian companies that implemented ISO 9001 standard point to quality management This study accentuates the importance of quality and knowledge management and their direct, mediating, and total effect on an organization’s process innovations. 30 3 The role of strategic agility towards competitiveness with mediating effect of knowledge management Workers public higher education institution in Jordan This study examines strategic agility's role in achieving competitiveness by analyzing the mediating effect of the knowledge management construct in Jordanian’s public higher education institutions. 31 40 The Impact of Employee Development Practices on Human Capital and Social Capital: The Mediating Contribution of Knowledge Management 464 employees working at information and communications technology companies The current research aimed to consider the influence of employee development practices on intellectual capital through knowledge management. 32 18 Exploring the mediating role of knowledge management practices to corporate sustainability 130 respondents from nDhaka’s textile sector, a significant sector of Bangladesh’s economy and the world’s second-largest ready-made garment (RMG) manufacturer and exporter This study aims to elaborate on and recognize a model in which knowledge management practices affect corporate sustainability via corporate structure, corporate culture, corporate leadership style, and a unique social capital variable used for the first time. 33 5 An Empirical Examination of Knowledge Management and Organizational Learning as Mediating Variables between HRM and Sustainable Organizational Performance 250 Questionnaires distributed to middle and top management levels in Thailand Therefore, this article examines the mediating roles of knowledge management (KM) and organizational learning (OL) in the relationship between HRM and the long-term or sustainable performance of Thai construction firms. 34 41 The Effect of Digitalization on Innovation Capabilities through the Lenses of the Knowledge Management Strategy 620 Companies in Madrid We proposed a comprehensive model that provides an integrative outlook on how the relationships between digitalization and knowledge management strategy predetermine the business results of the firm. 35 20 Knowledge management and intellectual capital in the business model innovation of Costa Rican manufacturing firms 100 Costa Rican manufacturing companies This article analyzes the impact of knowledge management and intellectual capital on companies' ability to generate business model innovation. 36 16 The Effects of Transformational Leadership on Organizational Performance: Testing the Mediating Effects of Knowledge Management 1129 employees ini Cyprus Security Forces The study analyzes the relationships between transformational leadership, knowledge management, organizational performance, job satisfaction, organizational learning, and knowledge creation processes. 37 21 The Relation among Organizational Culture, Knowledge Management, and Innovation Capability: Its Implication for Open Innovation 182 high-tech firm’s This study was conducted to explore the relationship among organizational culture, knowledge management, and innovation capability in the open innovation environment and to provide useful suggestions and recommendations for managerial practices within the high-tech industry. 38 42 Examining the Link among Agility, Knowledge Management Practices and Firm Performance: Empirical Evidence from Electrical and Electronics Manufacturing Firms 85 manufacturing firms participated in this study The study empirically investigates the relationship between agility and knowledge management practices on firm performance among Malaysia's electrical and electronics manufacturing firms. 39 9 Factors Affecting Knowledge Management and Its Effect on Organizational Performance: Mediating the Role of Human Capital Steel plant in Afghanistan This study aims to investigate and identify the factors affecting the empowerment and implementation of knowledge management in organizations and its impact on organizational performance. 40 43 Sustainability Performance of Organization: Mediating Role of Knowledge Management 99 respondents in Bali Province, Indonesia This study examined the relationship between organizational culture and leadership styles with knowledge management and sustainable performance. 41 44 Effect of grit on the teaching creativity of Indonesian teachers: The mediating role of organizational commitment and knowledge management 496 Indonesian teachers located across four provinces (Jakarta, Banten, West Java, and Riau) This study explores the effect of grit on the teaching creativity of Indonesian teachers, mediated by organizational commitment and knowledge management. 42 45 Unleashing the Importance of TQM and Knowledge Management for Organizational Sustainability in the Age of Circular Economy manufacturing sector of a developing economy (n = 510) The present research aims to examine the association between the constructs of total quality management (TQM) and organizational sustainability (OS) with the mediating effect of knowledge management (KM) from the perspective of a circular economy. 43 46 Impact of strategic capabilities on organizational ambidexterity in the commercial banks in Jordan: The mediating role of knowledge management Manager banks in Jordan This study seeks to explain the impact of strategic capabilities on organizational ambidexterity in the presence of knowledge management. 44 10 The Effective Factors on Knowledge Management in Universities from Physical Education Instructors' Viewpoints all the instructors of physical education in Zanjan universities (61 people) with more than three years of teaching record The present study aimed to investigate the relation of technology, Organizational culture and emotional intelligence with knowledge management using the mediators of organizational structure and empowerment. Following the qualitative synthesis in Table 2 , a consolidated overview of the key variables examined across the 44 included studies is presented in Table 3 . The table reports each variable, its operational meaning in the KM context, and its frequency of occurrence across the sample. This summary provides a clear snapshot of the constructs most frequently linked to KM in business settings and sets up the subsequent discussion. Table 3. Summary of determinant variables. No Variables Description Frequency 1 Leadership Leadership styles that enable KM processes and culture. 12 2 Technology (IT, KMS, BDA, AI, digitalization) Digital tools and infrastructures that support knowledge acquisition, sharing, storage, and application. 15 3 Entrepreneurial orientation (EO) Innovativeness, proactiveness, risk-taking that stimulate KM performance 7 4 Strategic orientation Strategy alignment, agility, and capabilities that embed KM into organizational goals 9 5 Learning orientation Continuous learning culture that strengthen KM routines 4 6 Innovation Innovation practices enabled by (and enabling) KM for performance and advantage 16 7 Human Resource Management (HRM) Hiring, training, engagement practices that foster knowledge sharing/use 6 8 High-performance work systems (HPWS) HR practices that drive KM behaviors 2 4.2 Discussion This systematic review explores the key factors influencing knowledge management in business environments, analyzing 44 articles published between 2020 and 2024. The studies reviewed cover various aspects of knowledge management, including methodologies, dimensions, and geographic contexts, offering a comprehensive understanding of its dynamics in organizational settings. The findings highlight the impact of leadership, technology, entrepreneurship, strategic orientation, learning orientation, human resources, high-performance work systems, and innovation on knowledge management practices. Figure 3 illustrates the conceptual framework that maps these variables and their relationships with knowledge management in business organizations. Therefore, the discussion will focus on the importance of each variable and explore the challenges associated with their application based on the insights gathered from the selected articles. Figure 3. Conceptual framework. 4.2.1 Leadership The ten reviewed studies highlight that leadership is vital in enhancing knowledge management (KM) within organizations. Leadership styles, such as transformational, sustainable, clinical, and strategic leadership, drive KM practices, fostering innovation, improving performance, and contributing to organizational sustainability. For instance, Achmad and Wiratmadja 24 demonstrate how sustainable leadership enhances KM practices to support frugal innovation and long-term performance in SMEs. Similarly, Kılıç and Uludağ 16 and Sapta et al. 43 emphasize the significant role of transformational leadership in promoting knowledge sharing and creation, leading to improved performance in public institutions and traditional organizations. Furthermore, Al-Sous et al. 19 highlight the impact of knowledge-oriented leadership in fostering innovation performance through enhanced KM processes in Jordanian manufacturing firms. Several studies also explore KM and organizational culture’s mediating and moderating roles in leadership-KM relationships. Ferede et al. 25 identify KM as a key mediator between strategic leadership and organizational change, emphasizing the importance of accountability and cultural integration. Similarly, Makiah et al. 36 show how clinical leadership in healthcare promotes patient safety culture by leveraging KM to facilitate knowledge sharing and organizational learning. Chung and Espinoza 8 further reveal that organizational culture strengthens the positive influence of transformational leadership on KM in academic institutions, highlighting the importance of a collaborative and adaptive culture. Additionally, studies such as Rezaei et al. 9 and Hossain et al. 18 demonstrate the role of KM in mediating leadership’s influence on sustainable performance, underscoring its critical importance in leveraging human capital and ensuring long-term organizational success. These findings collectively underline the central role of leadership in fostering a knowledge-driven culture and optimizing KM practices. Leadership styles prioritizing collaboration, innovation, and accountability enable organizations to harness KM as a strategic tool for achieving competitive advantage, innovation, and sustainability. However, challenges such as resource constraints and resistance to knowledge sharing highlight the need for tailored leadership approaches and strategic investments in KM systems to maximize their impact. Leadership remains a cornerstone in driving effective knowledge management across various sectors, fostering collaboration, innovation, and adaptability. By addressing existing challenges and exploring new approaches, leadership can further optimize knowledge management practices, ultimately supporting organizational growth and long-term success in an ever-evolving global landscape. 4.2.2 Technology Technology has emerged as a cornerstone in advancing knowledge management (KM) processes across diverse sectors, from education to government and private enterprises. Aljehani et al. 17 emphasize that integrating big data analytics (BDA) significantly enhances KM by enabling organizations to extract, store, and apply actionable insights that drive organizational performance. Similarly, Ramírez et al. 41 demonstrate the role of digitalization in fostering innovation capabilities through effective KM strategies, highlighting how digital tools optimize resource utilization and enhance decision-making processes. In the context of SMEs, Jasin et al. 27 reveal that digital literacy empowers employees to leverage KM for process innovation, suggesting that technology facilitates knowledge sharing and utilization at all organizational levels. Moreover, advanced technologies such as artificial intelligence (AI) and knowledge management systems (KMS) further strengthen KM practices. Mahboub and Ghanem 29 show that AI enhances knowledge acquisition, distribution, and application, significantly boosting organizational performance in the banking sector. Abu-Alsondos 2 emphasizes the role of KMS in facilitating collaboration and knowledge-sharing activities, improving decision-making and operational efficiency when aligned with organizational strategies. Shafiee et al. 10 further elaborate on the importance of technology in supporting KM, illustrating its role in simplifying processes and ensuring knowledge accessibility within universities. These studies collectively underline the transformative role of technology in enhancing KM by enabling seamless communication, fostering collaboration, and driving innovation. Several studies show that technology’s impact on KM extends to broader organizational outcomes. Susanto and Makmur 31 highlight how IT adoption in e-government frameworks improves public services and administrative efficiency while enabling robust KM practices. Rezaei et al. 9 explore KM implementation in Afghanistan’s Kabul Steel Plant, demonstrating that while technology positively influences KM, its success is amplified with leadership, organizational culture, and trust. In conclusion, integrating technology into knowledge management practices has proven to be a transformative force in driving innovation and organizational performance. By addressing challenges such as digital literacy gaps, resource limitations, and integration complexities, organizations can fully leverage technology’s potential to create a sustainable competitive advantage and adapt to the demands of an increasingly digital and knowledge-driven world. 4.2.3 Entrepreneurial As the three reviewed studies highlighted, entrepreneurial orientation (EO) is crucial in shaping and enhancing organizational knowledge management (KM). These articles collectively demonstrate how entrepreneurial behaviors such as innovativeness, proactiveness, and risk-taking positively influence KM processes, which, in turn, contribute to improved firm performance and innovation. Sumathi and Padhy 28 highlight how an entrepreneurial culture in the electric vehicle sector in India drives technological innovation through KM, emphasizing the importance of knowledge acquisition, sharing, and utilization. Similarly, Kusa et al. 34 identify KM as a critical mediator between EO dimensions and firm performance, demonstrating how entrepreneurial behaviors promote knowledge creation and sharing as strategic resources for competitive advantage. Additionally, Kusa et al. 6 further reveal the causal relationship between EO and KM, showing that entrepreneurial efforts enhance KM practices and contribute to organizational growth and competitiveness. The studies collectively underline the significance of integrating entrepreneurial behaviors with KM to unlock innovation and sustain competitive advantages. Entrepreneurial orientation encourages aligning KM practices with strategic decision-making, enabling firms to capitalize on opportunities and navigate market dynamics effectively. However, challenges such as limited resources, underdeveloped KM systems, and industry-specific constraints highlight the need for further research. Addressing these challenges will enable organizations to strengthen the synergy between entrepreneurship and KM, ensuring sustainable growth and innovation. Fostering a strong alignment between entrepreneurial orientation and knowledge management is essential for organizations to drive innovation, sustain competitive advantage, and adapt to dynamic market environments. By addressing existing challenges and leveraging entrepreneurial behaviors, firms can optimize knowledge processes for long-term growth and success. 4.2.4 Strategic orientation Effective strategy is dynamic, adaptive, and rooted in clearly understanding an organization’s vision, mission, and objectives. A well-defined strategy ensures that KM is not an isolated function but an integrated component of the organization’s overall direction. This alignment allows organizations to capture, share, and apply knowledge to support innovation, enhance decision-making, and improve operational efficiency. Abazeed 46 demonstrates that strategic capabilities, such as marketing and management, significantly enhance KM by aligning internal resources with market opportunities, particularly in the banking sector. Similarly, Abuanzeh et al. 3 emphasize the impact of strategic agility on KM, showing that agility enables organizations to adapt to rapid market changes and improve their knowledge-sharing processes, ensuring competitiveness and sustainability. Abu-Alsondos 2 adds that a well-defined organizational strategy is essential for the success of knowledge management systems (KMS), as it ensures that KM practices are aligned with corporate objectives, fostering resource optimization, knowledge sharing, and innovation. Rezaei et al. 9 further highlight the importance of aligning KM initiatives with strategic objectives to foster knowledge sharing, innovation, and organizational learning. KM efforts may lack direction without a coherent strategy, resulting in suboptimal outcomes. Collectively, these studies underscore that strategic integration is pivotal to the success of KM, ensuring its alignment with organizational goals and enhancing adaptability, innovation, and performance. Future research should explore the influence of different strategic frameworks on KM effectiveness across industries and cultural contexts to provide deeper insights into their interplay. 4.2.5 Learning orientation Qin et al. 11 emphasize that fostering a continuous organizational learning culture significantly improves KM practices, particularly in the Chinese IT sector. By embedding learning-oriented practices, organizations can optimize knowledge sharing, storage, and application, which is essential for navigating rapid technological changes and achieving sustainable performance. Similarly, Al-Sous et al. 19 highlight the importance of integrating e-learning systems with KM in Jordanian manufacturing companies. Their findings show that e-learning enhances knowledge transfer, storage, and utilization as a strategic component of organizational learning, creating a dynamic environment that supports KM processes and improves organizational performance. Together, these studies underscore that cultivating a strong learning culture and leveraging technology-enabled learning systems are crucial for strengthening KM frameworks and ensuring adaptability and competitiveness in dynamic environments. 4.2.6 Innovation Innovation is deeply interconnected with the effective management of knowledge within an organization. KM facilitates innovation by providing the tools and processes to capture, share, and apply knowledge. This includes leveraging organizational knowledge to generate new ideas, fostering collaboration, and integrating knowledge into decision-making processes. Hussien et al. 14 highlight that sustainable innovation fosters KM by improving organizational processes and integrating innovative practices that align with knowledge management systems. Their study on SMEs in Saudi Arabia demonstrates how sustainable innovation supports the development of IT capabilities and KM practices, contributing to improved business performance. Similarly, Kanaan et al. 13 emphasize the role of open innovation in entrepreneurial firms, illustrating that KM mediates the relationship between open innovation and organizational performance. This mediation demonstrates KM’s pivotal role in utilizing innovation to enhance stakeholder relationships and achieve competitive advantages. Nyuga and Tanova 7 provide additional insights, focusing on the hospitality industry in Cameroon. Their study shows how technological innovation positively influences KM by enabling efficient collection, organization, and information sharing. When paired with technological advancements, they found that KM systems significantly enhance operational efficiency and service quality, contributing to sustainable competitive advantages. Organizations can better adapt to market demands and technological changesby fostering a culture of innovation and knowledge exchange. These studies collectively demonstrate the integral role of innovation in enhancing KM practices. Sustainable and technological innovations enable organizations to optimize KM systems, fostering a culture of continuous learning and adaptation. By leveraging innovation, organizations can effectively utilize knowledge, thus gaining a competitive edge and driving long-term success. 4.2.7 Human resource HR functions such as recruitment, training, performance management, and employee development are critical in fostering a culture of knowledge sharing and utilization. By hiring individuals with the right skills and fostering continuous learning, organizations create an environment where knowledge can be effectively acquired, shared, and applied. The study by Kokkaew et al. 5 highlights that effective human resource management (HRM) practices, when aligned with organizational learning, significantly enhance the processes of knowledge acquisition, sharing, and utilization in the Thai construction industry. They emphasize that the fragmented nature of construction work poses challenges to KM. However, HRM practices, such as selective recruitment and employee development, help overcome these barriers by fostering an environment conducive to learning and innovation. Similarly, Abu-Mahfouz et al. 4 argue that sustainable HRM practices are essential for optimizing KM systems in higher education institutions in Jordan. Their findings reveal that practices like training, employee engagement, and structured development programs enhance KM’s effectiveness and contribute to organizational performance. By integrating KM with HRM strategies, institutions can achieve greater collaboration, knowledge sharing, and innovation, reinforcing their competitive advantage in dynamic environments. Both studies highlight the essential interplay between HRM practices and knowledge management (KM), emphasizing that robust HRM systems are a foundation for effective KM implementation. Organizations should prioritize sustainable and learning-oriented HR practices to cultivate a knowledge-driven culture that fosters long-term growth and adaptability in an ever-evolving business landscape. A strong focus on employee engagement and motivation ensures the seamless flow of knowledge across departments, enhancing organizational performance and competitiveness. Integrating HR practices with KM strategies ultimately empowers organizations to establish a sustainable, knowledge-centered culture that drives innovation, resilience, and sustained success. 4.2.8 High-performance work systems High-performance work systems (HPWS) refer to interrelated human resource management (HRM) practices designed to maximize employee performance, engagement, and contribution to organizational goals. These systems typically include practices such as selective recruitment, comprehensive training, performance-based rewards, employee empowerment, and participative decision-making. By equipping employees with the necessary skills and providing opportunities for collaboration and autonomy, HPWS enables effective knowledge sharing, acquisition, and utilization. The study by Portalanza-Chavarría and Revuelto-Taboada 15 highlight that HPWS is pivotal in fostering knowledge-sharing processes, enhancing employee capabilities, and facilitating collaboration. These systems provide employees the necessary resources, training, and autonomy to participate actively in KM processes. By empowering employees through targeted HR practices, HPWS encourages acquiring, sharing, and applying knowledge, which is essential for organizational learning and innovation. Similarly, Revuelto-Taboada et al. 38 emphasize that HPWS are instrumental in promoting a knowledge-driven culture, particularly in knowledge-intensive industries like banking. Their findings suggest that HPWS creates an environment conducive to effective KM by aligning employee behaviors with organizational goals. HPWS facilitates knowledge acquisition and interpretation processes, enabling organizations to adapt to dynamic market conditions and maintain a competitive edge. These systems enhance individual and team knowledge-sharing behaviors and contribute to building a sustainable framework for continuous learning and innovation. Both studies underscore the importance of HPWS in driving KM processes. By integrating robust HR practices into their strategies, organizations can establish a strong foundation for knowledge management, ensuring adaptability and long-term success in an ever-changing business environment. HPWS is a critical enabler for fostering a knowledge-centered culture and enhancing organizational resilience and innovation capacity. 5. Conclusion 5.1 Conclusion The discussions emphasize the pivotal role of KM as a foundational element for organizational success. Across 44 studies, innovation and technology are the most frequent co-occurring drivers of KM, followed by leadership and strategic orientation; Entrepreneurial orientation, Human resource management, learning orientation, and HPWS appear less often but consistently. Effective leadership supports collaboration and trust, creating conditions under which knowledge management can develop. In parallel, technology enables efficient knowledge sharing and use through advanced tools and systems such as artificial intelligence and big data analytics. Strategic alignment ensures that knowledge management activities are linked to organizational objectives and integrated into decision-making processes. In addition, human resource practices and high-performance work systems enable employees to participate actively in knowledge management. Finally, innovation and entrepreneurial orientation provide a dynamic basis for leveraging knowledge to pursue opportunities and enhance competitiveness. Collectively, these elements show the central role of knowledge management in promoting innovation, adaptability, and sustained organizational performance. 5.2 Recommendation The findings suggest organizations must integrate KM into their core strategies to optimize their potential. This requires aligning KM practices with leadership initiatives, investing in technology to enhance knowledge-sharing processes, and fostering a culture that values continuous learning and collaboration. Policymakers and industry leaders should also support KM adoption by promoting access to digital infrastructure, providing training programs to improve organizational capabilities, and encouraging cross-industry knowledge-sharing initiatives. Organizations prioritizing KM will be better equipped to adapt to rapidly changing environments, innovate effectively, and maintain a competitive advantage. Future research should explore the evolving dynamics between KM and emerging leadership styles, such as digital, servant, and agile leadership, particularly in diverse cultural and industrial contexts. Additionally, integrating advanced technologies like blockchain and machine learning into KM systems warrants further investigation, as does the alignment of KM with strategic objectives during periods of uncertainty or disruption. Research on the role of human resource practices in supporting KM, especially in fostering sustainable and diversity-focused environments, remains critical. Moreover, understanding how KM mediates the relationship between entrepreneurial orientation and innovation across different sectors and regions could provide valuable insights into enhancing organizational resilience and adaptability. Comparative studies focusing on KM practices across industries and regions will also contribute to a more comprehensive understanding of its challenges and opportunities. These directions will strengthen KM as a cornerstone for innovation, growth, and sustainability in an increasingly complex global landscape. Ethics and consent Ethical approval and consent were not required. Data availability statement The data generated and/or analyzed during this study are available in the [figshare] repository, under the open license [CC-BY or CC0]. The data can be accessed via the following link: [ https://figshare.com/s/b942ac704f9726110ad3 ] & [ https://figshare.com/s/c7b55251c46c1fb15eb0 ], and the DOI assigned to this data is [ 10.6084/m9.figshare.29467184 ] & [ 10.6084/m9.figshare.29467181 ]. 47 The supplementary data for this study can be accessed via the following link: [ https://figshare.com/s/399ace89813b0ecb992f ], and the corresponding DOI is [ 10.6084/m9.figshare.29467973 ]. 47 Data are available under the terms of the Creative Commons Attribution 4.0 International license (CC-BY 4.0). References 1. Peng MYP: Breaking down barriers: exploring the impact of social capital on knowledge sharing and transfer in the workplace. Humanit. Soc. Sci. Dec. 2024; 11 (1). Publisher Full Text 2. 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Mardian MT, Al Musadieq M, Iqbal M, et al. : “Understanding the Key Factors Influencing Knowledge Management in Business Environments: A Systematic Review” (PRISMA checklist and Flowchart, Extended data).2025. Publisher Full Text Publisher Full Text Publisher Full Text Comments on this article Comments (0) Version 3 VERSION 3 PUBLISHED 28 Jul 2025 ADD YOUR COMMENT Comment Author details Author details 1 Faculty Of Administrative Sciences, Brawijaya University, Malang, East Java, 65145, Indonesia Muhammad Taufik Mardian Roles: Conceptualization, Writing – Original Draft Preparation, Writing – Review & Editing Mochammad Al Musadieq Roles: Data Curation, Visualization, Writing – Original Draft Preparation Mohammad Iqbal Roles: Formal Analysis, Validation, Writing – Original Draft Preparation Ika Ruhana Roles: Methodology, Software, Writing – Original Draft Preparation Competing interests No competing interests were disclosed. Grant information The author(s) declared that no grants were involved in supporting this work. Article Versions (3) version 3 Revised Published: 19 May 2026, 14:738 https://doi.org/10.12688/f1000research.165390.3 version 2 Revised Published: 16 Dec 2025, 14:738 https://doi.org/10.12688/f1000research.165390.2 version 1 Published: 28 Jul 2025, 14:738 https://doi.org/10.12688/f1000research.165390.1 Copyright © 2025 Mardian MT et al . This is an open access article distributed under the terms of the Creative Commons Attribution License , which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited. Download Export To Sciwheel Bibtex EndNote ProCite Ref. Manager (RIS) Sente metrics Views Downloads F1000Research - - PubMed Central info_outline Data from PMC are received and updated monthly. - - Citations open_in_new 0 open_in_new 0 open_in_new SEE MORE DETAILS CITE how to cite this article Mardian MT, Musadieq MA, Iqbal M and Ruhana I. Understanding the key factors influencing knowledge management in business environments: a systematic review [version 2; peer review: 1 approved, 2 not approved] . F1000Research 2025, 14 :738 ( https://doi.org/10.12688/f1000research.165390.2 ) NOTE: If applicable, it is important to ensure the information in square brackets after the title is included in all citations of this article. COPY CITATION DETAILS track receive updates on this article Track an article to receive email alerts on any updates to this article. TRACK THIS ARTICLE Share Open Peer Review Current Reviewer Status: ? Key to Reviewer Statuses VIEW HIDE Approved The paper is scientifically sound in its current form and only minor, if any, improvements are suggested Approved with reservations A number of small changes, sometimes more significant revisions are required to address specific details and improve the papers academic merit. Not approved Fundamental flaws in the paper seriously undermine the findings and conclusions Version 2 VERSION 2 PUBLISHED 16 Dec 2025 Revised Views 0 Cite How to cite this report: Ogutu H. Reviewer Report For: Understanding the key factors influencing knowledge management in business environments: a systematic review [version 2; peer review: 1 approved, 2 not approved] . F1000Research 2025, 14 :738 ( https://doi.org/10.5256/f1000research.193303.r443025 ) The direct URL for this report is: https://f1000research.com/articles/14-738/v2#referee-response-443025 NOTE: it is important to ensure the information in square brackets after the title is included in this citation. Close Copy Citation Details Reviewer Report 08 Jan 2026 Hellen Ogutu , Doctoral School of Economics and Regional Science,, Godollo, Hungary Not Approved VIEWS 0 https://doi.org/10.5256/f1000research.193303.r443025 Summary of the reviewer’s evaluation The manuscript addresses a relevant topic. However, the review is largely descriptive . It identifies key KM factors but does not sufficiently explain what is new compared to existing KM reviews, nor does ... Continue reading READ ALL Summary of the reviewer’s evaluation The manuscript addresses a relevant topic. However, the review is largely descriptive . It identifies key KM factors but does not sufficiently explain what is new compared to existing KM reviews, nor does it integrate the findings through a clear theoretical lens . The research question is broad, and the conceptual framework requires stronger theoretical justification. The search strategy is narrow (single database and keyword), and the exclusion criteria, especially the exclusion of review articles, are weakly justified. These choices limit coverage and raise concerns about selection bias. The discussion and conclusions summarize findings, but lack deeper analytical synthesis , cross-study comparison, and explanation of relationships among factors. Overall recommendation: ✔ Not Approved The paper is indexable in principle, but it requires (very) major revisions, a stronger theoretical integration, clearer articulation of contribution, deeper analytical synthesis, and more critical reflection on methodological choices to reach its full scholarly potential. Are the rationale for, and objectives of, the Systematic Review clearly stated? Partly Are sufficient details of the methods and analysis provided to allow replication by others? Partly Is the statistical analysis and its interpretation appropriate? Partly Are the conclusions drawn adequately supported by the results presented in the review? Partly If this is a Living Systematic Review, is the ‘living’ method appropriate and is the search schedule clearly defined and justified? (‘Living Systematic Review’ or a variation of this term should be included in the title.) Not applicable Competing Interests: No competing interests were disclosed. Reviewer Expertise: Knowledge Management and Sustainability I confirm that I have read this submission and believe that I have an appropriate level of expertise to state that I do not consider it to be of an acceptable scientific standard, for reasons outlined above. Close READ LESS CITE CITE HOW TO CITE THIS REPORT Ogutu H. Reviewer Report For: Understanding the key factors influencing knowledge management in business environments: a systematic review [version 2; peer review: 1 approved, 2 not approved] . F1000Research 2025, 14 :738 ( https://doi.org/10.5256/f1000research.193303.r443025 ) The direct URL for this report is: https://f1000research.com/articles/14-738/v2#referee-response-443025 NOTE: it is important to ensure the information in square brackets after the title is included in all citations of this article. COPY CITATION DETAILS Report a concern Author Response 29 Apr 2026 Muhammad Taufik Mardian , Faculty Of Administrative Sciences, Brawijaya University, Malang, 65145, Indonesia 29 Apr 2026 Author Response Thank you for this valuable comment. We agree that the previous version was largely descriptive and did not sufficiently clarify the novelty of the review. In response, we revised the ... Continue reading Thank you for this valuable comment. We agree that the previous version was largely descriptive and did not sufficiently clarify the novelty of the review. In response, we revised the Introduction to explain the novelty more clearly. The manuscript now emphasizes that the review does not only identify KM-related factors, but also organizes them into an integrative conceptual framework. This revision helps move the manuscript beyond a descriptive list of variables and provides a clearer conceptual contribution. 1. The manuscript addresses a relevant topic. However, the review is largely descriptive. It identifies key KM factors but does not sufficiently explain what is new compared to existing KM reviews, nor does it integrate the findings through a clear theoretical lens. Author response: Thank you for this comment. We revised the Introduction to clarify the novelty of the study. The manuscript now explains that the review does not only identify KM factors, but also organizes them into an integrative conceptual framework. In addition, we added a new subsection, Section 4.3 Conceptual Framework, to synthesize the identified factors into broader conceptual categories and explain their contribution to KM effectiveness. 2. The research question is broad, and the conceptual framework requires stronger theoretical justification. Author response: Thank you for the suggestion. We revised the research question to make it more focused and aligned with the conceptual framework. We also strengthened the theoretical justification by explaining the process-based understanding of KM in the Literature Review and Discussion sections. 3. The search strategy is narrow (single database and keyword), and the exclusion criteria, especially the exclusion of review articles, are weakly justified. These choices limit coverage and raise concerns about selection bias. Author response: Thank you for highlighting this issue. We added further explanation in the Methods section to clarify that the use of Scopus as a single database, the keyword “Knowledge Management,” and the inclusion/exclusion criteria represent methodological limitations of this review. We also added a dedicated Limitations section acknowledging that these choices may limit coverage and introduce potential selection bias. 4. The discussion and conclusions summarize findings, but lack deeper analytical synthesis, cross-study comparison, and explanation of relationships among factors. Author response: Thank you for this valuable comment. We revised the Discussion by adding a conceptual framework section, cross-study comparison, and explanation of relationships among the identified factors. The Conclusion was also revised to emphasize the integrated interpretation of the findings rather than only summarizing individual variables. Thank you for this valuable comment. We agree that the previous version was largely descriptive and did not sufficiently clarify the novelty of the review. In response, we revised the Introduction to explain the novelty more clearly. The manuscript now emphasizes that the review does not only identify KM-related factors, but also organizes them into an integrative conceptual framework. This revision helps move the manuscript beyond a descriptive list of variables and provides a clearer conceptual contribution. 1. The manuscript addresses a relevant topic. However, the review is largely descriptive. It identifies key KM factors but does not sufficiently explain what is new compared to existing KM reviews, nor does it integrate the findings through a clear theoretical lens. Author response: Thank you for this comment. We revised the Introduction to clarify the novelty of the study. The manuscript now explains that the review does not only identify KM factors, but also organizes them into an integrative conceptual framework. In addition, we added a new subsection, Section 4.3 Conceptual Framework, to synthesize the identified factors into broader conceptual categories and explain their contribution to KM effectiveness. 2. The research question is broad, and the conceptual framework requires stronger theoretical justification. Author response: Thank you for the suggestion. We revised the research question to make it more focused and aligned with the conceptual framework. We also strengthened the theoretical justification by explaining the process-based understanding of KM in the Literature Review and Discussion sections. 3. The search strategy is narrow (single database and keyword), and the exclusion criteria, especially the exclusion of review articles, are weakly justified. These choices limit coverage and raise concerns about selection bias. Author response: Thank you for highlighting this issue. We added further explanation in the Methods section to clarify that the use of Scopus as a single database, the keyword “Knowledge Management,” and the inclusion/exclusion criteria represent methodological limitations of this review. We also added a dedicated Limitations section acknowledging that these choices may limit coverage and introduce potential selection bias. 4. The discussion and conclusions summarize findings, but lack deeper analytical synthesis, cross-study comparison, and explanation of relationships among factors. Author response: Thank you for this valuable comment. We revised the Discussion by adding a conceptual framework section, cross-study comparison, and explanation of relationships among the identified factors. The Conclusion was also revised to emphasize the integrated interpretation of the findings rather than only summarizing individual variables. Competing Interests: No competing interests were disclosed. Close Report a concern Respond or Comment COMMENTS ON THIS REPORT Author Response 29 Apr 2026 Muhammad Taufik Mardian , Faculty Of Administrative Sciences, Brawijaya University, Malang, 65145, Indonesia 29 Apr 2026 Author Response Thank you for this valuable comment. We agree that the previous version was largely descriptive and did not sufficiently clarify the novelty of the review. In response, we revised the ... Continue reading Thank you for this valuable comment. We agree that the previous version was largely descriptive and did not sufficiently clarify the novelty of the review. In response, we revised the Introduction to explain the novelty more clearly. The manuscript now emphasizes that the review does not only identify KM-related factors, but also organizes them into an integrative conceptual framework. This revision helps move the manuscript beyond a descriptive list of variables and provides a clearer conceptual contribution. 1. The manuscript addresses a relevant topic. However, the review is largely descriptive. It identifies key KM factors but does not sufficiently explain what is new compared to existing KM reviews, nor does it integrate the findings through a clear theoretical lens. Author response: Thank you for this comment. We revised the Introduction to clarify the novelty of the study. The manuscript now explains that the review does not only identify KM factors, but also organizes them into an integrative conceptual framework. In addition, we added a new subsection, Section 4.3 Conceptual Framework, to synthesize the identified factors into broader conceptual categories and explain their contribution to KM effectiveness. 2. The research question is broad, and the conceptual framework requires stronger theoretical justification. Author response: Thank you for the suggestion. We revised the research question to make it more focused and aligned with the conceptual framework. We also strengthened the theoretical justification by explaining the process-based understanding of KM in the Literature Review and Discussion sections. 3. The search strategy is narrow (single database and keyword), and the exclusion criteria, especially the exclusion of review articles, are weakly justified. These choices limit coverage and raise concerns about selection bias. Author response: Thank you for highlighting this issue. We added further explanation in the Methods section to clarify that the use of Scopus as a single database, the keyword “Knowledge Management,” and the inclusion/exclusion criteria represent methodological limitations of this review. We also added a dedicated Limitations section acknowledging that these choices may limit coverage and introduce potential selection bias. 4. The discussion and conclusions summarize findings, but lack deeper analytical synthesis, cross-study comparison, and explanation of relationships among factors. Author response: Thank you for this valuable comment. We revised the Discussion by adding a conceptual framework section, cross-study comparison, and explanation of relationships among the identified factors. The Conclusion was also revised to emphasize the integrated interpretation of the findings rather than only summarizing individual variables. Thank you for this valuable comment. We agree that the previous version was largely descriptive and did not sufficiently clarify the novelty of the review. In response, we revised the Introduction to explain the novelty more clearly. The manuscript now emphasizes that the review does not only identify KM-related factors, but also organizes them into an integrative conceptual framework. This revision helps move the manuscript beyond a descriptive list of variables and provides a clearer conceptual contribution. 1. The manuscript addresses a relevant topic. However, the review is largely descriptive. It identifies key KM factors but does not sufficiently explain what is new compared to existing KM reviews, nor does it integrate the findings through a clear theoretical lens. Author response: Thank you for this comment. We revised the Introduction to clarify the novelty of the study. The manuscript now explains that the review does not only identify KM factors, but also organizes them into an integrative conceptual framework. In addition, we added a new subsection, Section 4.3 Conceptual Framework, to synthesize the identified factors into broader conceptual categories and explain their contribution to KM effectiveness. 2. The research question is broad, and the conceptual framework requires stronger theoretical justification. Author response: Thank you for the suggestion. We revised the research question to make it more focused and aligned with the conceptual framework. We also strengthened the theoretical justification by explaining the process-based understanding of KM in the Literature Review and Discussion sections. 3. The search strategy is narrow (single database and keyword), and the exclusion criteria, especially the exclusion of review articles, are weakly justified. These choices limit coverage and raise concerns about selection bias. Author response: Thank you for highlighting this issue. We added further explanation in the Methods section to clarify that the use of Scopus as a single database, the keyword “Knowledge Management,” and the inclusion/exclusion criteria represent methodological limitations of this review. We also added a dedicated Limitations section acknowledging that these choices may limit coverage and introduce potential selection bias. 4. The discussion and conclusions summarize findings, but lack deeper analytical synthesis, cross-study comparison, and explanation of relationships among factors. Author response: Thank you for this valuable comment. We revised the Discussion by adding a conceptual framework section, cross-study comparison, and explanation of relationships among the identified factors. The Conclusion was also revised to emphasize the integrated interpretation of the findings rather than only summarizing individual variables. Competing Interests: No competing interests were disclosed. Close Report a concern COMMENT ON THIS REPORT Version 1 VERSION 1 PUBLISHED 28 Jul 2025 Views 0 Cite How to cite this report: Zia U. Reviewer Report For: Understanding the key factors influencing knowledge management in business environments: a systematic review [version 2; peer review: 1 approved, 2 not approved] . F1000Research 2025, 14 :738 ( https://doi.org/10.5256/f1000research.182019.r409817 ) The direct URL for this report is: https://f1000research.com/articles/14-738/v1#referee-response-409817 NOTE: it is important to ensure the information in square brackets after the title is included in this citation. Close Copy Citation Details Reviewer Report 19 Sep 2025 Umair Zia , Zhengzhou University, Zhengzhou, China Not Approved VIEWS 0 https://doi.org/10.5256/f1000research.182019.r409817 This study systematically reviews 44 articles between (2020–2024) using PRISMA to examine critical factors shaping knowledge management (KM) in business. The paper lacks methodological rigor, as the review process and criteria for selecting the 44 articles are not sufficiently detailed ... Continue reading READ ALL This study systematically reviews 44 articles between (2020–2024) using PRISMA to examine critical factors shaping knowledge management (KM) in business. The paper lacks methodological rigor, as the review process and criteria for selecting the 44 articles are not sufficiently detailed or justified, which undermines the credibility of the reseach findings. Are the rationale for, and objectives of, the Systematic Review clearly stated? Partly Are sufficient details of the methods and analysis provided to allow replication by others? No Is the statistical analysis and its interpretation appropriate? I cannot comment. A qualified statistician is required. Are the conclusions drawn adequately supported by the results presented in the review? Partly If this is a Living Systematic Review, is the ‘living’ method appropriate and is the search schedule clearly defined and justified? (‘Living Systematic Review’ or a variation of this term should be included in the title.) Not applicable Competing Interests: No competing interests were disclosed. Reviewer Expertise: Green, Knolwegde management. Organizational performance I confirm that I have read this submission and believe that I have an appropriate level of expertise to state that I do not consider it to be of an acceptable scientific standard, for reasons outlined above. Close READ LESS CITE CITE HOW TO CITE THIS REPORT Zia U. Reviewer Report For: Understanding the key factors influencing knowledge management in business environments: a systematic review [version 2; peer review: 1 approved, 2 not approved] . F1000Research 2025, 14 :738 ( https://doi.org/10.5256/f1000research.182019.r409817 ) The direct URL for this report is: https://f1000research.com/articles/14-738/v1#referee-response-409817 NOTE: it is important to ensure the information in square brackets after the title is included in all citations of this article. COPY CITATION DETAILS Report a concern Author Response 27 Dec 2025 Muhammad Taufik Mardian , Faculty Of Administrative Sciences, Brawijaya University, Malang, 65145, Indonesia 27 Dec 2025 Author Response Thank you for this valuable comment regarding the methodological rigour of the review. The Methods section has been revised to provide a clearer and more transparent account of the review ... Continue reading Thank you for this valuable comment regarding the methodological rigour of the review. The Methods section has been revised to provide a clearer and more transparent account of the review process and article selection. In particular, a new Table 1 (“Search strategy and results”) has been added, summarising each screening stage, the corresponding inclusion criteria, and the number of records retained at each step, from initial identification to full-text eligibility. The description of the inclusion and exclusion criteria has also been refined to better justify the selection of the final 44 articles. These revisions are intended to strengthen the credibility and replicability of the review. We sincerely appreciate your constructive feedback and consideration, which have been very helpful in improving the methodological clarity and overall quality of our manuscript. Thank you for this valuable comment regarding the methodological rigour of the review. The Methods section has been revised to provide a clearer and more transparent account of the review process and article selection. In particular, a new Table 1 (“Search strategy and results”) has been added, summarising each screening stage, the corresponding inclusion criteria, and the number of records retained at each step, from initial identification to full-text eligibility. The description of the inclusion and exclusion criteria has also been refined to better justify the selection of the final 44 articles. These revisions are intended to strengthen the credibility and replicability of the review. We sincerely appreciate your constructive feedback and consideration, which have been very helpful in improving the methodological clarity and overall quality of our manuscript. Competing Interests: No competing interests were disclosed. Close Report a concern Respond or Comment COMMENTS ON THIS REPORT Author Response 27 Dec 2025 Muhammad Taufik Mardian , Faculty Of Administrative Sciences, Brawijaya University, Malang, 65145, Indonesia 27 Dec 2025 Author Response Thank you for this valuable comment regarding the methodological rigour of the review. The Methods section has been revised to provide a clearer and more transparent account of the review ... Continue reading Thank you for this valuable comment regarding the methodological rigour of the review. The Methods section has been revised to provide a clearer and more transparent account of the review process and article selection. In particular, a new Table 1 (“Search strategy and results”) has been added, summarising each screening stage, the corresponding inclusion criteria, and the number of records retained at each step, from initial identification to full-text eligibility. The description of the inclusion and exclusion criteria has also been refined to better justify the selection of the final 44 articles. These revisions are intended to strengthen the credibility and replicability of the review. We sincerely appreciate your constructive feedback and consideration, which have been very helpful in improving the methodological clarity and overall quality of our manuscript. Thank you for this valuable comment regarding the methodological rigour of the review. The Methods section has been revised to provide a clearer and more transparent account of the review process and article selection. In particular, a new Table 1 (“Search strategy and results”) has been added, summarising each screening stage, the corresponding inclusion criteria, and the number of records retained at each step, from initial identification to full-text eligibility. The description of the inclusion and exclusion criteria has also been refined to better justify the selection of the final 44 articles. These revisions are intended to strengthen the credibility and replicability of the review. We sincerely appreciate your constructive feedback and consideration, which have been very helpful in improving the methodological clarity and overall quality of our manuscript. Competing Interests: No competing interests were disclosed. Close Report a concern COMMENT ON THIS REPORT Views 0 Cite How to cite this report: Efawati Y and Chaniago H. Reviewer Report For: Understanding the key factors influencing knowledge management in business environments: a systematic review [version 2; peer review: 1 approved, 2 not approved] . F1000Research 2025, 14 :738 ( https://doi.org/10.5256/f1000research.182019.r407295 ) The direct URL for this report is: https://f1000research.com/articles/14-738/v1#referee-response-407295 NOTE: it is important to ensure the information in square brackets after the title is included in this citation. Close Copy Citation Details Reviewer Report 04 Sep 2025 Yen Efawati , Magister Management, Adhirajasa Reswara Sanjaya University, Bandung, JAWA BARAT, Indonesia Harmon Chaniago , Bandung State Polytechnic, Bandung, Indonesia Approved VIEWS 0 https://doi.org/10.5256/f1000research.182019.r407295 Title: Ok Abstract: The topic is clear, the research objectives are specific, and the methods are stated. Please add key findings and revise keywords for greater focus. Introduction: Overall, it's okay, ... Continue reading READ ALL Title: Ok Abstract: The topic is clear, the research objectives are specific, and the methods are stated. Please add key findings and revise keywords for greater focus. Introduction: Overall, it's okay, but needs improvement: • Some sentences are too long; please make them more concise and avoid repetition. • Research gaps are still general and not clear enough. Please improve. • Formulate research objectives with only 2-3 main focuses. 2. Literature review and Hypotheses: Generally, ok 3. Methodology: Completed review standards (PRISMA/scoping). Needs to be completed/improved: • PRISMA flowchart is not detailed (numbers for each stage are missing). Please add a complete PRISMA flowchart with the number of articles at each selection stage. • Inclusion/exclusion criteria are still too general. • Provide a search strategy table (database, keywords, number of results). • Please consider using analysis software (VOSviewer, NVivo, R/Bibliometrix) to increase the credibility of this research. 4. Results: The data has been presented in tables/figures, with a clear structure per category. Needs to be completed/improved: • The summary table is still a list, lacking analysis. Create a concise table with additional columns for "Country, Method, Key Findings." • The figure does not show the number of studies per category. Include numbers in the figure to clarify the distribution. 5. Discussion Linking results to the literature and creating a framework. Needs to be completed/improved: • The discussion focuses on repeating results rather than analyzing causes. Please discuss factors contributing to differences in findings (e.g., developing vs. developed country contexts). • Theoretical contributions are unclear. Emphasize the novelty of the framework: how does it differ from previous models? • Add logical comparisons with other systematic reviews. 6. Conclusion: Please separate theoretical, practical contributions, and future research directions. Use data-driven sentences. 7. Others: Dear Authors, please use a different text color when submitting revisions to the article. Thank you for your effort Are the rationale for, and objectives of, the Systematic Review clearly stated? Partly Are sufficient details of the methods and analysis provided to allow replication by others? Yes Is the statistical analysis and its interpretation appropriate? Partly Are the conclusions drawn adequately supported by the results presented in the review? Yes If this is a Living Systematic Review, is the ‘living’ method appropriate and is the search schedule clearly defined and justified? (‘Living Systematic Review’ or a variation of this term should be included in the title.) Partly Competing Interests: No competing interests were disclosed. Reviewer Expertise: Organization Behaviour; Human Resource Management; Entrepreneurship; Business Strategy entrepreneurship, business strategy, small business, retail, innovation, digital business, and economic environment We confirm that we have read this submission and believe that we have an appropriate level of expertise to confirm that it is of an acceptable scientific standard. Close READ LESS CITE CITE HOW TO CITE THIS REPORT Efawati Y and Chaniago H. Reviewer Report For: Understanding the key factors influencing knowledge management in business environments: a systematic review [version 2; peer review: 1 approved, 2 not approved] . F1000Research 2025, 14 :738 ( https://doi.org/10.5256/f1000research.182019.r407295 ) The direct URL for this report is: https://f1000research.com/articles/14-738/v1#referee-response-407295 NOTE: it is important to ensure the information in square brackets after the title is included in all citations of this article. COPY CITATION DETAILS Report a concern Author Response 27 Dec 2025 Muhammad Taufik Mardian , Faculty Of Administrative Sciences, Brawijaya University, Malang, 65145, Indonesia 27 Dec 2025 Author Response We thank the reviewer for the constructive and detailed feedback. The manuscript has been revised accordingly as outlined below. Title Comment: Title: Ok. Response: No changes were made to ... Continue reading We thank the reviewer for the constructive and detailed feedback. The manuscript has been revised accordingly as outlined below. Title Comment: Title: Ok. Response: No changes were made to the title. Abstract Comment: Please add key findings and revise keywords for greater focus. Response: The Abstract has been revised to explicitly summarise the main findings of the review. The keywords have also been refined to focus more clearly on the core concepts and methods covered in the study. Introduction Comment: Some sentences are too long; please make them more concise and avoid repetition. Research gaps are still general and not clear enough; formulate research objectives with only 2–3 main focuses. Response: The Introduction has been edited to remove repetitive and unnecessarily long sentences, making the narrative more concise and focused. The research gaps have been clarified and specified, and the research objectives have been reformulated. 2. Literature Review Comment: Generally ok. Response: No major structural changes were required. 3. Methodology Comment: PRISMA flowchart is not detailed; please add numbers at each selection stage. Response: The PRISMA flowchart (Figure 1) include the number of articles at each identification, screening, eligibility, and inclusion stage, in line with PRISMA reporting standards. Comment: Inclusion/exclusion criteria are still too general. Response: The description of the inclusion and exclusion criteria has been expanded and specified in greater detail, explaining conceptual, methodological, temporal, and language-related boundaries of the review. Comment: Provide a search strategy table (database, keywords, number of results). Response: A search strategy table has been added as Table 1 . 4. Results Comment: The summary table is still a list, lacking analysis. Response: We have revised the summary of the included studies by adding a new Table 3, which restructures the information into more analytical columns to enhance clarity and readability. 5. Discussion Comment: The discussion still repeats results with limited causal analysis, unclear theoretical contributions and framework novelty, and insufficient comparison with previous systematic reviews. Response: We have clarified the theoretical contributions by adding Figure 3 , which presents the proposed conceptual framework as the main theoretical contribution of this review. The figure highlights how the model extends previous frameworks and can be used as a basis for future empirical research. 6. Conclusion Comment: Please separate theoretical, practical contributions, and future research directions, using data-driven sentences. Response: The final section has been reorganised into two subsections, Conclusion and Recommendations. We sincerely thank the reviewer for the insightful comments, which have significantly improved the clarity, rigour, and contribution of our manuscript. We thank the reviewer for the constructive and detailed feedback. The manuscript has been revised accordingly as outlined below. Title Comment: Title: Ok. Response: No changes were made to the title. Abstract Comment: Please add key findings and revise keywords for greater focus. Response: The Abstract has been revised to explicitly summarise the main findings of the review. The keywords have also been refined to focus more clearly on the core concepts and methods covered in the study. Introduction Comment: Some sentences are too long; please make them more concise and avoid repetition. Research gaps are still general and not clear enough; formulate research objectives with only 2–3 main focuses. Response: The Introduction has been edited to remove repetitive and unnecessarily long sentences, making the narrative more concise and focused. The research gaps have been clarified and specified, and the research objectives have been reformulated. 2. Literature Review Comment: Generally ok. Response: No major structural changes were required. 3. Methodology Comment: PRISMA flowchart is not detailed; please add numbers at each selection stage. Response: The PRISMA flowchart (Figure 1) include the number of articles at each identification, screening, eligibility, and inclusion stage, in line with PRISMA reporting standards. Comment: Inclusion/exclusion criteria are still too general. Response: The description of the inclusion and exclusion criteria has been expanded and specified in greater detail, explaining conceptual, methodological, temporal, and language-related boundaries of the review. Comment: Provide a search strategy table (database, keywords, number of results). Response: A search strategy table has been added as Table 1 . 4. Results Comment: The summary table is still a list, lacking analysis. Response: We have revised the summary of the included studies by adding a new Table 3, which restructures the information into more analytical columns to enhance clarity and readability. 5. Discussion Comment: The discussion still repeats results with limited causal analysis, unclear theoretical contributions and framework novelty, and insufficient comparison with previous systematic reviews. Response: We have clarified the theoretical contributions by adding Figure 3 , which presents the proposed conceptual framework as the main theoretical contribution of this review. The figure highlights how the model extends previous frameworks and can be used as a basis for future empirical research. 6. Conclusion Comment: Please separate theoretical, practical contributions, and future research directions, using data-driven sentences. Response: The final section has been reorganised into two subsections, Conclusion and Recommendations. We sincerely thank the reviewer for the insightful comments, which have significantly improved the clarity, rigour, and contribution of our manuscript. Competing Interests: No competing interests were disclosed. Close Report a concern Respond or Comment COMMENTS ON THIS REPORT Author Response 27 Dec 2025 Muhammad Taufik Mardian , Faculty Of Administrative Sciences, Brawijaya University, Malang, 65145, Indonesia 27 Dec 2025 Author Response We thank the reviewer for the constructive and detailed feedback. The manuscript has been revised accordingly as outlined below. Title Comment: Title: Ok. Response: No changes were made to ... Continue reading We thank the reviewer for the constructive and detailed feedback. The manuscript has been revised accordingly as outlined below. Title Comment: Title: Ok. Response: No changes were made to the title. Abstract Comment: Please add key findings and revise keywords for greater focus. Response: The Abstract has been revised to explicitly summarise the main findings of the review. The keywords have also been refined to focus more clearly on the core concepts and methods covered in the study. Introduction Comment: Some sentences are too long; please make them more concise and avoid repetition. Research gaps are still general and not clear enough; formulate research objectives with only 2–3 main focuses. Response: The Introduction has been edited to remove repetitive and unnecessarily long sentences, making the narrative more concise and focused. The research gaps have been clarified and specified, and the research objectives have been reformulated. 2. Literature Review Comment: Generally ok. Response: No major structural changes were required. 3. Methodology Comment: PRISMA flowchart is not detailed; please add numbers at each selection stage. Response: The PRISMA flowchart (Figure 1) include the number of articles at each identification, screening, eligibility, and inclusion stage, in line with PRISMA reporting standards. Comment: Inclusion/exclusion criteria are still too general. Response: The description of the inclusion and exclusion criteria has been expanded and specified in greater detail, explaining conceptual, methodological, temporal, and language-related boundaries of the review. Comment: Provide a search strategy table (database, keywords, number of results). Response: A search strategy table has been added as Table 1 . 4. Results Comment: The summary table is still a list, lacking analysis. Response: We have revised the summary of the included studies by adding a new Table 3, which restructures the information into more analytical columns to enhance clarity and readability. 5. Discussion Comment: The discussion still repeats results with limited causal analysis, unclear theoretical contributions and framework novelty, and insufficient comparison with previous systematic reviews. Response: We have clarified the theoretical contributions by adding Figure 3 , which presents the proposed conceptual framework as the main theoretical contribution of this review. The figure highlights how the model extends previous frameworks and can be used as a basis for future empirical research. 6. Conclusion Comment: Please separate theoretical, practical contributions, and future research directions, using data-driven sentences. Response: The final section has been reorganised into two subsections, Conclusion and Recommendations. We sincerely thank the reviewer for the insightful comments, which have significantly improved the clarity, rigour, and contribution of our manuscript. We thank the reviewer for the constructive and detailed feedback. The manuscript has been revised accordingly as outlined below. Title Comment: Title: Ok. Response: No changes were made to the title. Abstract Comment: Please add key findings and revise keywords for greater focus. Response: The Abstract has been revised to explicitly summarise the main findings of the review. The keywords have also been refined to focus more clearly on the core concepts and methods covered in the study. Introduction Comment: Some sentences are too long; please make them more concise and avoid repetition. Research gaps are still general and not clear enough; formulate research objectives with only 2–3 main focuses. Response: The Introduction has been edited to remove repetitive and unnecessarily long sentences, making the narrative more concise and focused. The research gaps have been clarified and specified, and the research objectives have been reformulated. 2. Literature Review Comment: Generally ok. Response: No major structural changes were required. 3. Methodology Comment: PRISMA flowchart is not detailed; please add numbers at each selection stage. Response: The PRISMA flowchart (Figure 1) include the number of articles at each identification, screening, eligibility, and inclusion stage, in line with PRISMA reporting standards. Comment: Inclusion/exclusion criteria are still too general. Response: The description of the inclusion and exclusion criteria has been expanded and specified in greater detail, explaining conceptual, methodological, temporal, and language-related boundaries of the review. Comment: Provide a search strategy table (database, keywords, number of results). Response: A search strategy table has been added as Table 1 . 4. Results Comment: The summary table is still a list, lacking analysis. Response: We have revised the summary of the included studies by adding a new Table 3, which restructures the information into more analytical columns to enhance clarity and readability. 5. Discussion Comment: The discussion still repeats results with limited causal analysis, unclear theoretical contributions and framework novelty, and insufficient comparison with previous systematic reviews. Response: We have clarified the theoretical contributions by adding Figure 3 , which presents the proposed conceptual framework as the main theoretical contribution of this review. The figure highlights how the model extends previous frameworks and can be used as a basis for future empirical research. 6. Conclusion Comment: Please separate theoretical, practical contributions, and future research directions, using data-driven sentences. Response: The final section has been reorganised into two subsections, Conclusion and Recommendations. We sincerely thank the reviewer for the insightful comments, which have significantly improved the clarity, rigour, and contribution of our manuscript. Competing Interests: No competing interests were disclosed. Close Report a concern COMMENT ON THIS REPORT Comments on this article Comments (0) Version 3 VERSION 3 PUBLISHED 28 Jul 2025 ADD YOUR COMMENT Comment keyboard_arrow_left keyboard_arrow_right Open Peer Review Reviewer Status info_outline Alongside their report, reviewers assign a status to the article: Approved The paper is scientifically sound in its current form and only minor, if any, improvements are suggested Approved with reservations A number of small changes, sometimes more significant revisions are required to address specific details and improve the papers academic merit. Not approved Fundamental flaws in the paper seriously undermine the findings and conclusions Reviewer Reports Invited Reviewers 1 2 3 Version 3 (revision) 19 May 26 Version 2 (revision) 16 Dec 25 read Version 1 28 Jul 25 read read Yen Efawati , Adhirajasa Reswara Sanjaya University, Bandung, Indonesia Harmon Chaniago , Bandung State Polytechnic, Bandung, Indonesia Umair Zia , Zhengzhou University, Zhengzhou, China Hellen Ogutu , Doctoral School of Economics and Regional Science,, Godollo, Hungary Comments on this article All Comments (0) Add a comment Sign up for content alerts Sign Up You are now signed up to receive this alert Browse by related subjects keyboard_arrow_left Back to all reports Reviewer Report 0 Views copyright © 2026 Ogutu H. This is an open access peer review report distributed under the terms of the Creative Commons Attribution License , which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited. 08 Jan 2026 | for Version 2 Hellen Ogutu , Doctoral School of Economics and Regional Science,, Godollo, Hungary 0 Views copyright © 2026 Ogutu H. This is an open access peer review report distributed under the terms of the Creative Commons Attribution License , which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited. format_quote Cite this report speaker_notes Responses (1) Not Approved info_outline Alongside their report, reviewers assign a status to the article: Approved The paper is scientifically sound in its current form and only minor, if any, improvements are suggested Approved with reservations A number of small changes, sometimes more significant revisions are required to address specific details and improve the papers academic merit. Not approved Fundamental flaws in the paper seriously undermine the findings and conclusions Summary of the reviewer’s evaluation The manuscript addresses a relevant topic. However, the review is largely descriptive . It identifies key KM factors but does not sufficiently explain what is new compared to existing KM reviews, nor does it integrate the findings through a clear theoretical lens . The research question is broad, and the conceptual framework requires stronger theoretical justification. The search strategy is narrow (single database and keyword), and the exclusion criteria, especially the exclusion of review articles, are weakly justified. These choices limit coverage and raise concerns about selection bias. The discussion and conclusions summarize findings, but lack deeper analytical synthesis , cross-study comparison, and explanation of relationships among factors. Overall recommendation: ✔ Not Approved The paper is indexable in principle, but it requires (very) major revisions, a stronger theoretical integration, clearer articulation of contribution, deeper analytical synthesis, and more critical reflection on methodological choices to reach its full scholarly potential. Are the rationale for, and objectives of, the Systematic Review clearly stated? Partly Are sufficient details of the methods and analysis provided to allow replication by others? Partly Is the statistical analysis and its interpretation appropriate? Partly Are the conclusions drawn adequately supported by the results presented in the review? Partly If this is a Living Systematic Review, is the ‘living’ method appropriate and is the search schedule clearly defined and justified? (‘Living Systematic Review’ or a variation of this term should be included in the title.) Not applicable Competing Interests No competing interests were disclosed. Reviewer Expertise Knowledge Management and Sustainability I confirm that I have read this submission and believe that I have an appropriate level of expertise to state that I do not consider it to be of an acceptable scientific standard, for reasons outlined above. reply Respond to this report Responses (1) Author Response 29 Apr 2026 Muhammad Taufik Mardian, Faculty Of Administrative Sciences, Brawijaya University, Malang, 65145, Indonesia Thank you for this valuable comment. We agree that the previous version was largely descriptive and did not sufficiently clarify the novelty of the review. In response, we revised the Introduction to explain the novelty more clearly. The manuscript now emphasizes that the review does not only identify KM-related factors, but also organizes them into an integrative conceptual framework. This revision helps move the manuscript beyond a descriptive list of variables and provides a clearer conceptual contribution. 1. The manuscript addresses a relevant topic. However, the review is largely descriptive. It identifies key KM factors but does not sufficiently explain what is new compared to existing KM reviews, nor does it integrate the findings through a clear theoretical lens. Author response: Thank you for this comment. We revised the Introduction to clarify the novelty of the study. The manuscript now explains that the review does not only identify KM factors, but also organizes them into an integrative conceptual framework. In addition, we added a new subsection, Section 4.3 Conceptual Framework, to synthesize the identified factors into broader conceptual categories and explain their contribution to KM effectiveness. 2. The research question is broad, and the conceptual framework requires stronger theoretical justification. Author response: Thank you for the suggestion. We revised the research question to make it more focused and aligned with the conceptual framework. We also strengthened the theoretical justification by explaining the process-based understanding of KM in the Literature Review and Discussion sections. 3. The search strategy is narrow (single database and keyword), and the exclusion criteria, especially the exclusion of review articles, are weakly justified. These choices limit coverage and raise concerns about selection bias. Author response: Thank you for highlighting this issue. We added further explanation in the Methods section to clarify that the use of Scopus as a single database, the keyword “Knowledge Management,” and the inclusion/exclusion criteria represent methodological limitations of this review. We also added a dedicated Limitations section acknowledging that these choices may limit coverage and introduce potential selection bias. 4. The discussion and conclusions summarize findings, but lack deeper analytical synthesis, cross-study comparison, and explanation of relationships among factors. Author response: Thank you for this valuable comment. We revised the Discussion by adding a conceptual framework section, cross-study comparison, and explanation of relationships among the identified factors. The Conclusion was also revised to emphasize the integrated interpretation of the findings rather than only summarizing individual variables. View more View less Competing Interests No competing interests were disclosed. reply Respond Report a concern Ogutu H. Peer Review Report For: Understanding the key factors influencing knowledge management in business environments: a systematic review [version 2; peer review: 1 approved, 2 not approved] . F1000Research 2025, 14 :738 ( https://doi.org/10.5256/f1000research.193303.r443025) NOTE: it is important to ensure the information in square brackets after the title is included in this citation. The direct URL for this report is: https://f1000research.com/articles/14-738/v2#referee-response-443025 keyboard_arrow_left Back to all reports Reviewer Report 0 Views copyright © 2025 Zia U. This is an open access peer review report distributed under the terms of the Creative Commons Attribution License , which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited. The author(s) is/are employees of the US Government and therefore domestic copyright protection in USA does not apply to this work. The work may be protected under the copyright laws of other jurisdictions when used in those jurisdictions. 19 Sep 2025 | for Version 1 Umair Zia , Zhengzhou University, Zhengzhou, China 0 Views copyright © 2025 Zia U. This is an open access peer review report distributed under the terms of the Creative Commons Attribution License , which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited. The author(s) is/are employees of the US Government and therefore domestic copyright protection in USA does not apply to this work. The work may be protected under the copyright laws of other jurisdictions when used in those jurisdictions. format_quote Cite this report speaker_notes Responses (1) Not Approved info_outline Alongside their report, reviewers assign a status to the article: Approved The paper is scientifically sound in its current form and only minor, if any, improvements are suggested Approved with reservations A number of small changes, sometimes more significant revisions are required to address specific details and improve the papers academic merit. Not approved Fundamental flaws in the paper seriously undermine the findings and conclusions This study systematically reviews 44 articles between (2020–2024) using PRISMA to examine critical factors shaping knowledge management (KM) in business. The paper lacks methodological rigor, as the review process and criteria for selecting the 44 articles are not sufficiently detailed or justified, which undermines the credibility of the reseach findings. Are the rationale for, and objectives of, the Systematic Review clearly stated? Partly Are sufficient details of the methods and analysis provided to allow replication by others? No Is the statistical analysis and its interpretation appropriate? I cannot comment. A qualified statistician is required. Are the conclusions drawn adequately supported by the results presented in the review? Partly If this is a Living Systematic Review, is the ‘living’ method appropriate and is the search schedule clearly defined and justified? (‘Living Systematic Review’ or a variation of this term should be included in the title.) Not applicable Competing Interests No competing interests were disclosed. Reviewer Expertise Green, Knolwegde management. Organizational performance I confirm that I have read this submission and believe that I have an appropriate level of expertise to state that I do not consider it to be of an acceptable scientific standard, for reasons outlined above. reply Respond to this report Responses (1) Author Response 27 Dec 2025 Muhammad Taufik Mardian, Faculty Of Administrative Sciences, Brawijaya University, Malang, 65145, Indonesia Thank you for this valuable comment regarding the methodological rigour of the review. The Methods section has been revised to provide a clearer and more transparent account of the review process and article selection. In particular, a new Table 1 (“Search strategy and results”) has been added, summarising each screening stage, the corresponding inclusion criteria, and the number of records retained at each step, from initial identification to full-text eligibility. The description of the inclusion and exclusion criteria has also been refined to better justify the selection of the final 44 articles. These revisions are intended to strengthen the credibility and replicability of the review. We sincerely appreciate your constructive feedback and consideration, which have been very helpful in improving the methodological clarity and overall quality of our manuscript. View more View less Competing Interests No competing interests were disclosed. reply Respond Report a concern Zia U. Peer Review Report For: Understanding the key factors influencing knowledge management in business environments: a systematic review [version 2; peer review: 1 approved, 2 not approved] . F1000Research 2025, 14 :738 ( https://doi.org/10.5256/f1000research.182019.r409817) NOTE: it is important to ensure the information in square brackets after the title is included in this citation. The direct URL for this report is: https://f1000research.com/articles/14-738/v1#referee-response-409817 keyboard_arrow_left Back to all reports Reviewer Report 0 Views copyright © 2025 Chaniago H et al. This is an open access peer review report distributed under the terms of the Creative Commons Attribution License , which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited. 04 Sep 2025 | for Version 1 Yen Efawati , Magister Management, Adhirajasa Reswara Sanjaya University, Bandung, JAWA BARAT, Indonesia Harmon Chaniago , Bandung State Polytechnic, Bandung, Indonesia 0 Views copyright © 2025 Chaniago H et al. This is an open access peer review report distributed under the terms of the Creative Commons Attribution License , which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited. format_quote Cite this report speaker_notes Responses (1) Approved info_outline Alongside their report, reviewers assign a status to the article: Approved The paper is scientifically sound in its current form and only minor, if any, improvements are suggested Approved with reservations A number of small changes, sometimes more significant revisions are required to address specific details and improve the papers academic merit. Not approved Fundamental flaws in the paper seriously undermine the findings and conclusions Title: Ok Abstract: The topic is clear, the research objectives are specific, and the methods are stated. Please add key findings and revise keywords for greater focus. Introduction: Overall, it's okay, but needs improvement: • Some sentences are too long; please make them more concise and avoid repetition. • Research gaps are still general and not clear enough. Please improve. • Formulate research objectives with only 2-3 main focuses. 2. Literature review and Hypotheses: Generally, ok 3. Methodology: Completed review standards (PRISMA/scoping). Needs to be completed/improved: • PRISMA flowchart is not detailed (numbers for each stage are missing). Please add a complete PRISMA flowchart with the number of articles at each selection stage. • Inclusion/exclusion criteria are still too general. • Provide a search strategy table (database, keywords, number of results). • Please consider using analysis software (VOSviewer, NVivo, R/Bibliometrix) to increase the credibility of this research. 4. Results: The data has been presented in tables/figures, with a clear structure per category. Needs to be completed/improved: • The summary table is still a list, lacking analysis. Create a concise table with additional columns for "Country, Method, Key Findings." • The figure does not show the number of studies per category. Include numbers in the figure to clarify the distribution. 5. Discussion Linking results to the literature and creating a framework. Needs to be completed/improved: • The discussion focuses on repeating results rather than analyzing causes. Please discuss factors contributing to differences in findings (e.g., developing vs. developed country contexts). • Theoretical contributions are unclear. Emphasize the novelty of the framework: how does it differ from previous models? • Add logical comparisons with other systematic reviews. 6. Conclusion: Please separate theoretical, practical contributions, and future research directions. Use data-driven sentences. 7. Others: Dear Authors, please use a different text color when submitting revisions to the article. Thank you for your effort Are the rationale for, and objectives of, the Systematic Review clearly stated? Partly Are sufficient details of the methods and analysis provided to allow replication by others? Yes Is the statistical analysis and its interpretation appropriate? Partly Are the conclusions drawn adequately supported by the results presented in the review? Yes If this is a Living Systematic Review, is the ‘living’ method appropriate and is the search schedule clearly defined and justified? (‘Living Systematic Review’ or a variation of this term should be included in the title.) Partly Competing Interests No competing interests were disclosed. Reviewer Expertise Organization Behaviour; Human Resource Management; Entrepreneurship; Business Strategy entrepreneurship, business strategy, small business, retail, innovation, digital business, and economic environment We confirm that we have read this submission and believe that we have an appropriate level of expertise to confirm that it is of an acceptable scientific standard. reply Respond to this report Responses (1) Author Response 27 Dec 2025 Muhammad Taufik Mardian, Faculty Of Administrative Sciences, Brawijaya University, Malang, 65145, Indonesia We thank the reviewer for the constructive and detailed feedback. The manuscript has been revised accordingly as outlined below. Title Comment: Title: Ok. Response: No changes were made to the title. Abstract Comment: Please add key findings and revise keywords for greater focus. Response: The Abstract has been revised to explicitly summarise the main findings of the review. The keywords have also been refined to focus more clearly on the core concepts and methods covered in the study. Introduction Comment: Some sentences are too long; please make them more concise and avoid repetition. Research gaps are still general and not clear enough; formulate research objectives with only 2–3 main focuses. Response: The Introduction has been edited to remove repetitive and unnecessarily long sentences, making the narrative more concise and focused. The research gaps have been clarified and specified, and the research objectives have been reformulated. 2. Literature Review Comment: Generally ok. Response: No major structural changes were required. 3. Methodology Comment: PRISMA flowchart is not detailed; please add numbers at each selection stage. Response: The PRISMA flowchart (Figure 1) include the number of articles at each identification, screening, eligibility, and inclusion stage, in line with PRISMA reporting standards. Comment: Inclusion/exclusion criteria are still too general. Response: The description of the inclusion and exclusion criteria has been expanded and specified in greater detail, explaining conceptual, methodological, temporal, and language-related boundaries of the review. Comment: Provide a search strategy table (database, keywords, number of results). Response: A search strategy table has been added as Table 1 . 4. Results Comment: The summary table is still a list, lacking analysis. Response: We have revised the summary of the included studies by adding a new Table 3, which restructures the information into more analytical columns to enhance clarity and readability. 5. Discussion Comment: The discussion still repeats results with limited causal analysis, unclear theoretical contributions and framework novelty, and insufficient comparison with previous systematic reviews. Response: We have clarified the theoretical contributions by adding Figure 3 , which presents the proposed conceptual framework as the main theoretical contribution of this review. The figure highlights how the model extends previous frameworks and can be used as a basis for future empirical research. 6. Conclusion Comment: Please separate theoretical, practical contributions, and future research directions, using data-driven sentences. Response: The final section has been reorganised into two subsections, Conclusion and Recommendations. We sincerely thank the reviewer for the insightful comments, which have significantly improved the clarity, rigour, and contribution of our manuscript. View more View less Competing Interests No competing interests were disclosed. reply Respond Report a concern Efawati Y and Chaniago H. 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