Organizational settings today are deeply affected by the interplay of dynamic forces between knowledge, people’s behavior, and technology. Knowledge as a strategic asset exists but only when it is interpreted through action and interaction by employees- its carriers, generators, and users- is the meaning and value imparted to knowledge. At the same time, technology has become the ubiquitous facilitator, inserting itself between the creation, sharing, and remolding of information into useful insights. When organizations are successful at integrating these three dimensions, they open new avenues for harnessing innovation, collaboration, and long-term performance.

The literature has further pinpointed avenues through which digital platforms and knowledge management systems may be used not only to provide information access but also to empower employee motivation, performance, and motivation. Equally, organizations with transparent and trusting organizational cultures will be likely to maximize the contribution of knowledge by workers, particularly where such is enabled by technological infrastructures that augment networked collaboration. In this context, technology, behavior, and knowledge should not be reviewed in isolation but as inter-reliant pillars of organizational performance.

But this coordination is hard to establish. Organizations may experience hindrances such as competitive rather than cooperative behaviors, low digital literacy levels, resistance to change, or restrictive infrastructures that limit knowledge flows. Such hindrances might reduce the possible benefits of digital transformation and challenge the conversion of knowledge management practices into real value.

This track invites submissions that extend our understanding of where technology, organizational behavior, and knowledge management intersect in contemporary workplaces. We invite theoretical, empirical, and methodological contributions that write about, inter alia:

• The impact of organizational culture and worker behaviors on knowledge practices.
• How digital platforms and technological infrastructures enable—or hinder—collaboration and innovation.
• Strategies for overcoming barriers to knowledge sharing in technology-enabled settings.
• The risks and ethical issues of technology-enabled knowledge management.
• Interdisciplinary fields that combine knowledge management with other fields such as psychology, information systems, or human resource management.