Objective: In recent decades, knowledge management has emerged as one of the most important managerial approaches in organizations, playing a fundamental role in enhancing performance, innovation, organizational learning, and creating sustainable competitive advantage. Despite the considerable expansion of research in this field, particularly regarding model design, identification of success factors, and assessment of organizational readiness, a clear picture of the overall state of research on knowledge management implementation in Iranian organizations— from methodological, thematic, and practical perspectives—remains lacking. Therefore, the present study aims to systematically analyze research conducted on the implementation of knowledge management models and frameworks in Iranian organizations over the past twenty years, and to identify dominant research patterns, as well as existing gaps and deficiencies.
Methods: This research is applied in nature and based on a systematic review, conducted in June 2025, covering the period from April 2005 to March 2025. The research population included Persian-language scientific–research articles indexed in domestic databases, including the Iran Journals Database (Magiran), the Scientific Information Database (SID), the Noor Specialized Journals Database (Noormags), the Islamic World Science Citation Center (ISC), and Google Scholar. After searching for sources using relevant keywords, removing duplicates, and applying inclusion criteria—which included Persian-language scientific–research articles on the implementation of knowledge management in Iranian organizations—and exclusion criteria—which included review articles, non-research articles, articles without full text, articles published in journals without academic credibility, articles outside the specified time frame, and articles with methodological ambiguities—a total of 95 articles were selected for final analysis. The data were analyzed based on the research objectives, methodology, statistical population, data collection instruments, models, thematic dimensions, and success factors.
Results: The findings indicate that most studies in this field are applied in nature, with quantitative research relying predominantly on researcher-developed questionnaires. Regarding the context of implementation, research has focused mainly on large industries, companies, universities, and governmental organizations. Examination of the models and frameworks used shows that only a limited number of studies explicitly report a theoretical framework, and many studies lack a clear theoretical model. Thematically, research has primarily concentrated on factors influencing implementation, deployment of models, and feasibility assessment of knowledge management, whereas the evaluation of outcomes and the actual effectiveness of knowledge management has received less attention. Additionally, network analysis of success factors revealed that organizational structure, organizational culture, and human resources play a more central role in the successful implementation of knowledge management in Iranian organizations compared to technological factors.
Conclusion: Overall, the results indicate that although the body of knowledge management literature in Iran has grown significantly in quantitative terms, it faces fundamental challenges regarding theoretical development, methodological diversity, and empirical evaluation of implementation outcomes. The findings of this study can provide a foundation for guiding future research, designing indigenous models, and improving the quality of knowledge management implementation in Iranian organizations.