| Abstract: |
Digital transformation does not depend solely on the incorporation of technologies, but also on the organizational capacity to create, store, transfer, apply, and learn from knowledge. To examine this relationship, a quantitative approach was applied using confirmatory factor analysis and structural equation modeling. The knowledge management (KM) construct was structured based on five processes: knowledge creation, storage, transfer, application, and organizational learning. In turn, digital transformation (DT) was evaluated through indicators associated with digital innovation, digital knowledge infrastructure, collaborative platforms, data-driven decision-making, and digital culture. Information from 142 medium-sized manufacturing companies in the province of Pichincha, Ecuador, was used for the study. The findings indicate a positive and statistically significant relationship between KM and DT. However, the specific model suggested that the associations between each KM process and DT indicators were not homogeneous. Organizational learning was the only process significantly associated with several DT indicators, particularly digital innovation, data-driven decision-making, and digital culture. In contrast, knowledge creation, storage, transfer, and application did not show significant independent associations in the specific model. These findings suggest that, in this sample, the relationship between KM and DT is especially evident when KM is linked to organizational learning, adaptation, and the institutionalization of new organizational practices. |