Purpose – Based on an exploratory case-based approach, the purpose of this paper is to open the KM black
box and examine the relationships that link knowledge management (KM) inputs (i.e. knowledge resources and
KM practices) via knowledge processes to KM performance. This paper aims to identify the underlying
mechanisms and explain how KM performance is enabled.
Design/methodology/approach – This in-depth case study conducted at a medium-sized consultancy in the
supply chain management industry empirically examines knowledge flows to uncover the relationships
between KM inputs, knowledge processes and KM performance. We adopt the viable system model (VSM) as a
theoretical lens to identify KM mechanisms.
Findings – By identifying six KM mechanisms, we contribute to the theoretical understanding of how KM
inputs are interconnected and lead to KM performance via knowledge processes.
Originality/value – Based on the insights gained, we provide propositions that organizations should consider
in designing viable KM. Our findings help organizations in understanding their KM with the help of knowledge
flow analysis and identifying how critical KM elements are interconnected
