How Intensively Are KM Practices Used in Manufacturing Companies? A Comparative Analysis of Intra‐Firm and Inter‐Firm Adoption

ABSTRACT

In increasingly competitive and knowledge‐intensive supply chains (SCs), effective knowledge management (KM) practices are essential for enhancing organizational learning, collaboration, innovation, and operational performance across both intra‐firm and inter‐firm contexts. Although prior studies have acknowledged the strategic importance of KM in SCs, the literature remains fragmented, with limited empirical evidence regarding the specific KM practices adopted by firms, their degree of diffusion, and the intensity with which they are used across organizational boundaries. This study addresses these gaps by investigating the adoption and intensity of use of 38 KM practices among European manufacturing firms operating in complex industrial environments. Drawing on survey data collected through a structured questionnaire, the study examines KM practices across three categories: KM methods, KM applications of IT, and KM‐enabling management actions, comparing their use within firms and in relationships with suppliers and customers. The findings reveal substantial heterogeneity in both the degree of spread and intensity of use of KM practices. Firms rely more intensively on operationally familiar practices, such as lessons learned, brainstorming, and database systems, while more specialized KM‐oriented practices, including AI systems, demonstrate comparatively lower adoption and usage levels. The results further indicate that the intensity of use of KM practices is consistently lower in inter‐firm relationships than within firms. However, strong positive correlations between intra‐firm and inter‐firm KM usage suggest that internal KM capability development supports the extension of KM practices toward collaborative SC relationships. These findings contribute to the KM and process management literature by providing a comprehensive empirical assessment of KM practices across intra‐ and inter‐firm contexts and by offering practical insights for managers seeking to strengthen collaborative KM initiatives and supply chain learning capabilities.