Digital transformation is entering a new phase, increasingly shaped by artificial intelligence, changing how employees access expertise, share knowledge and learn at work. Collaboration platforms and AI applications can support these activities, but their contribution depends on how people use them and how organisations introduce and govern them. Employees may distrust automated recommendations, find platform participation burdensome or struggle with information overload. These responses matter for knowledge management because they affect whose expertise is shared, which sources are used and whether new knowledge becomes part of everyday practice.

This track examines the conditions under which digital transformation supports knowledge sharing and organisational learning while sustaining employee wellbeing. It connects technology acceptance, digital platform research and technostress around a common question: “How do individual responses to digital technologies and the design of digital work jointly shape knowledge practices?” The focus is on employees and teams, including their participation in digital platforms that coordinate knowledge exchange among organisational members, external partners, professional communities and other ecosystem stakeholders.

We invite contributions on the relationship between acceptance and knowledge use, including trust in AI recommendations, reliance on professional judgement and the reasons employees adopt or reject digital tools. A second point of inquiry concerns platform design and governance, namely, access rules, recommendation mechanisms and participation incentives can influence whose knowledge becomes visible and how it circulates across organisational boundaries. Research on technostress can examine how constant connectivity, technological complexity and information overload affect participation and learning, and how training, managerial support and work design influence these relationships.

The track contributes to the IFKAD 2027 theme by examining how relationships between people, digital infrastructures and organisational arrangements shape the knowledge available to organisations. A particular concern is knowledge diversity, namely, whether employees can contribute and draw on different forms of expertise, including tacit experience, professional judgement and knowledge held by external partners. We seek to understand how platform design and employees’ acceptance, selective use or avoidance of digital tools influence which contributions are recognised and used.

The scholarly aim is to connect explanations of technology use with their consequences for knowledge sharing and learning at individual, team and organisational levels. For managers, the track seeks evidence to inform digital platform implementation, employee support and the organisation of knowledge work. We welcome conceptual and empirical papers, including qualitative, quantitative and mixed-method studies. Contributions should explicitly connect the use of digital technology to knowledge practices or outcomes.