PurposeTo date, critical success factors for design and implementing knowledge management (KM) system in a multi‐case study research have not been systematically investigated. Most of existing studies have derived their critical success factors from single company perspectives and have not considered all factors in an integrated way in a multi case study research. This paper is aimed to bridge this gap.Design/methodology/approachA qualitative case study technique has been used in this paper for data collection to gain insights into the topic being investigated. For that, “grounded theory” research approach has been selected by which the collected data from real case studies (successful organizations in KM adoption) are categorized and analyzed through specific stages. The extracted concepts can demonstrate critical success factors of KM system within organizations.FindingsThe overall results from the real case studies were positive, thus reflecting the appropriateness of the proposed critical success factors. Also 16 concepts and a conceptual framework are the other findings of this research that clarify how to design and implement a KM system in an organization. The conceptual framework presents a roadmap for success of KM programs in the organizations.Practical implicationsThe set of critical success factors can act as a list of items for organizations to address when adopting KM. This helps to ensure that the essential issues and factors are covered during design and implementation phase. For academics, it provides a common language for them to discuss and study the factors crucial for the success of KM program in an organization.Originality/valueThis study is probably the first to provide an integrated perspective of critical success factors for implementing KM through a multi case study research. It gives valuable information and guidelines which hopefully will help the leaders to accomplish KM through their organizations in an effective way.

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PurposeThe purpose of this paper is to explore the contextual dimensions of organizations for finding the interactions between of these dimensions and knowledge management (KM) and to identify the critical success factors, drivers and constraints, relevant to the implementation of KM in the Tehran business environment. The most research of KM merely pays attention to its relation with dimensions of the organizations especially contextual dimensions.Design/methodology/approachA new exploration based on research experiences of the KM is formalized as an extension of the model by Daft. The present article reports the empirical findings of a survey conducted among managers and experts in Tehran. In this survey we give them a questionnaire that contains some questions related to the mentioned dimensions and asked about relations of them and KM critical success factors for better implementation based on factor analysis. The questionnaire reflects insights gained from a mix of individual choice models developed by various researchers and Delphi technique.FindingsThis research finds seven critical success factors, Collaboration and knowledge workers, Technology Deployment, Learning Culture, Flat Structures, Supply Chain Integration, Comprehensive strategies and Flexible Organizations, which related to the conceptual Dimensions of organizations and also drivers and constraints of KM implementation.Research limitations/implicationsThis framework reflects the interactions between contextual dimensions and KM. It may need further research to be used for structural dimensions of the organizations.Originality/valueUsing this research, organizations interested in implementing KM may be familiar with the impacts of KM implementation and contextual dimensions on each other for achieving the desirable outcomes.

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