Analyzing the Impact of Knowledge Co-Creation Between Managers and Employees on the Sustainability of Organizational Transformations

Abstract

This study examines the impact of knowledge co-creation between managers and employees on the sustainability of organizational transformations. This research employed a qualitative phenomenological approach. Data were collected through semi-structured interviews with 27 managers and employees from organizations based in Tehran. A purposive sampling method was used, and interviews continued until theoretical saturation was achieved. Data analysis was conducted using a three-stage coding process (open, axial, and selective) with NVivo software. The results indicated that knowledge co-creation among managers and employees enhances organizational innovation, strengthens agility, improves employee performance, and reduces knowledge gaps within the organization. Furthermore, a knowledge-supportive organizational culture fosters trust and empathy, facilitating the implementation of transformations. Conversely, challenges such as conservative attitudes, lack of motivation for knowledge sharing, and cultural barriers hinder the knowledge co-creation process. The findings emphasize that organizations should foster knowledge-driven interactions, develop incentive structures, and leverage digital technologies to strengthen knowledge co-creation, thereby ensuring the sustainability of organizational transformations.