Identifying the Dimensions and Components of a Knowledge Management Training Model for Headquarters Managers of the Ministry of Industry, Mine and Trade

Abstract

This study aimed to identify the dimensions and components of a knowledge management training model for headquarters managers of the Ministry of Industry, Mine and Trade. This qualitative study was conducted using the paradigm-oriented grounded theory approach of Strauss and Corbin. The study population consisted of headquarters managers of the Ministry of Industry, Mine and Trade. Participants were selected through purposive sampling, which continued until theoretical saturation was reached; ultimately, 15 managers participated. Inclusion criteria were at least three years of professional experience, a master’s degree or higher, and familiarity with knowledge management. Data were collected through in-depth semi-structured interviews. After verbatim transcription, the data were analyzed through open, axial, and selective coding. Credibility, transferability, confirmability, and dependability were employed to enhance the trustworthiness of the findings. The analysis showed that the knowledge management training model comprised three overarching dimensions: “knowledge management infrastructure and technology,” “leadership, organizational culture, and employee motivation,” and “learning and skill development.” Causal conditions included the need to collect and preserve knowledge, improve information accessibility, reduce knowledge fragmentation, strengthen managerial support, and address increasing information complexity. Contextual conditions included a learning-oriented culture, interdepartmental communication, digital readiness, human resource policies, user experience, and digital literacy. Intervening conditions included regulations, resource constraints, workload, resistance to technology, and external environmental factors. Major strategies included integrating organizational platforms, developing user-friendly tools, applying emerging technologies, establishing mentoring systems, promoting experiential learning, conducting knowledge and skill needs assessments, and strengthening motivational mechanisms. Expected consequences included higher productivity, preservation of intellectual capital, improved decision-making, greater organizational agility, reduced duplication of work, and enhanced professional capability. An effective knowledge management training model for headquarters managers should be designed as an integrated system simultaneously addressing technology, leadership, organizational culture, motivation, and skill development while remaining closely aligned with organizational processes and human resource development.