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Organizacija, V olume 58 Issue 1, February 2025 Research Papers
1 
Received:  29th August 2024; Accepted: 20th October 2024
Knowledge Management Factors as 
Building Blocks of Quality of Care in 
Healthcare Systems
Tadeja KRIŠELJ
1
, Mirko MARKIČ
2
, Annmarie GORENC ZORAN
3
, Tamara ŠTEMBERGER KOLNIK
4
1 
University Medical Centre Ljubljana, Ljubljana, Slovenia, tadeja.kriselj@gmail.com
2 
University of Primorska, Faculty of Management, Koper, Slovenia, mirko.markic@fm-kp.si
3 
Faculty of Organisation Studies in Novo mesto, Novo mesto, Slovenia, a.zoran@fos-unm.si
4 
Faculty of Health Sciences in Celje, Celje, Slovenia, tamara.stemberger@gmail.com
Purpose: The aim of the study was to review national and international professional literature on the impact of 
knowledge management factors on the quality of care in healthcare systems.
Methodology: A review of national and international professional literature was conducted using Scopus, CINAHL, 
ScienceDirect, and ProQuest databases to search for freely accessible scientific articles and doctoral dissertations. 
We searched for doctoral dissertations in the Slovenian language of the University of Primorska, the University of 
Ljubljana, the University of Maribor, and the electronic library of the Faculty of Organizational Studies in Novo Mesto. 
We further searched for doctoral dissertations in English in the PQDT Open database. We identified 201 articles and 
9 doctoral dissertations. After the screening phase, we included 19 full-text articles in the study.
Results: We identified the following key knowledge management factors that impact the quality of patient care in 
the healthcare system: knowledge acquisition, knowledge sharing, knowledge application, knowledge storage, and 
leadership.
Conclusion: The literature review showed that the application of knowledge management factors contributes to 
more productive and efficient work within the healthcare system. Additionally, these knowledge management factors 
have a positive impact on the implementation of improvements, job performance, job satisfaction, and the quality of 
healthcare services.
Keywords: Knowledge acquisition, Knowledge sharing, Knowledge application, Knowledge storage, Leadership
DOI: 10.2478/orga-2025-0002
1 Introduction
Knowledge management systems in healthcare facil-
itate the effective implementation of knowledge acquisi-
tion, utilization, and sharing, thereby facilitating knowl-
edge flow (Gonçalves & Curado, 2023, p. 421). In the 
healthcare sector, including hospitals, clinics, pharmacies, 
and also among users, the significance of knowledge in 
conjunction with knowledge sharing, the reduction of ad-
ministrative costs, and the enhancement of care quality is 
well known (Bose, 2003, p. 59). Knowledge management 
strategies are increasing the effectiveness of healthcare 
institutions (Karamitri, 2020, p. 1). Bose (2003, p. 63) re-
searched knowledge management in healthcare systems 
and described the knowledge management cycle, which 
encompasses knowledge creation, structuring, dissemina-
tion, and application. Karltun et al. (2020, p. 214) found 
that by considering knowledge management mechanisms, 

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Organizacija, V olume 58 Issue 1, February 2025 Research Papers
1 Introduction
Knowledge management systems in healthcare facil-
itate the effective implementation of knowledge acquisi-
tion, utilization, and sharing, thereby facilitating knowl-
edge flow (Gonçalves & Curado, 2023, p. 421). In the 
healthcare sector, including hospitals, clinics, pharmacies, 
and also among users, the significance of knowledge in 
conjunction with knowledge sharing, the reduction of ad-
ministrative costs, and the enhancement of care quality is 
well known (Bose, 2003, p. 59). Knowledge management 
strategies are increasing the effectiveness of healthcare 
institutions (Karamitri, 2020, p. 1). Bose (2003, p. 63) re-
searched knowledge management in healthcare systems 
and described the knowledge management cycle, which 
encompasses knowledge creation, structuring, dissemina-
tion, and application. Karltun et al. (2020, p. 214) found 
that by considering knowledge management mechanisms, 
the quality of healthcare service improves. Almansoori 
et al. (2021, p. 110) emphasized that utilizing knowledge 
management represents an effective decision-making tool 
in healthcare organizations.
Within the research, we identified key knowledge man-
agement factors that influence the quality of patient care.
2 Literature review
2.1 Knowledge
Knowledge has a significant impact on organizational 
culture, it creates success and contributes to organizational 
efficiency (De La Torre Sanclemente et al., 2019, p. 330). 
Avramchuk (2020, p. 22) has pointed out that there are two 
types of knowledge: knowledge already known within the 
organization (explicit) and  knowledge that can be acquired 
through experiential  learning (tacit). Knowledge is one of 
the most important values of any nation, crucial for achiev-
ing sustainability and competitiveness. Knowledge needs 
to be created, preserved, and nurtured, in other words, 
managed (Csath, 2020, p. 7). Knowledge management 
comprises  both knowledge management processes and 
knowledge management systems. Knowledge manage-
ment processes include knowledge creation, knowledge 
sharing, and knowledge application. Knowledge manage-
ment systems include the systems, guidelines, processes, 
and procedures used for knowledge creation, storage, shar-
ing, and reuse of knowledge (Ghosh et al., 2006, p. 74).
2.2 Knowledge management
The origins of knowledge management trace back to 
the 1990s, when Nonaka and Takeuchi (1995, p. 62) stud-
ied the success of Japanese companies in achieving cre-
ativity and innovation. They introduced the “Knowledge 
Spiral” model, which includes four modes of knowledge 
conversion: 1) from tacit knowledge to tacit knowledge: 
the socialization process; 2) from tacit knowledge to ex-
plicit knowledge: the externalization process; 3) from ex-
plicit knowledge to explicit knowledge: the combination 
process; and 4) from explicit knowledge to tacit knowl-
edge: the internalization process. Socialization involves 
the dissemination of tacit knowledge among individuals 
through social interactions, such as collaborative work, 
spending time together, and informal gatherings. The pro-
cesses of externalization, combination, and internalization 
are crucial steps in converting tacit knowledge into explicit 
knowledge and back into tacit form, facilitating the cre-
ation, combination, and utilization of knowledge at both 
individual and organizational levels. Internalization allows 
this explicit knowledge to be reintegrated into an individ-
ual’s tacit knowledge base, fostering further processes of 
socialization and knowledge creation (Nonaka and Take-
uchi, 1995, pp. 63-70).
As a response to social development, knowledge man-
agement models have evolved and adapted over the years. 
Managers who understand the significance of knowledge 
for organizational success should work towards develop-
ing a supportive knowledge management system (Stojano-
vić-Aleksić, 2019, p. 1559), which, as a process, enables 
organizations to share, create, and consolidate knowledge 
to achieve their goals (Gold et al., 2001, p. 187). Knowl-
edge management helps organizational leaders leverage 
employee knowledge for developing processes and tech-
nologies, support strategic decisions, drive innovation, and 
enhance competitiveness (Yan & Zhang, 2019, p. 205). 
The core of knowledge management is the objectification 
of knowledge within the work environment (Avramchuck, 
2020, p. 23). There are significant differences in knowl-
edge management practices among individual member 
states of the European Union. Csath (2021, p. 7) warns 
that a business system with weak knowledge management 
factors cannot be successful in the long term. Therefore, 
he emphasizes that each member of the European Union 
should balance the cultivation and development of human 
capital to maintain uniform growth and competitiveness.
2.3 Knowledge management in the 
healthcare systems
Knowledge management is well-known and devel-
oped in business environments, and it is also recognized 
in the healthcare system, where it represents a systematic 
approach to creating, managing, and sharing knowledge 
within healthcare organizations. This approach is based 
on the identification, capture, development, and effective 
use of knowledge to improve service quality, efficiency, 
and innovation in healthcare processes (Karamitri et al., 
2020, pp. 11-12). Knowledge management is important in 

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Organizacija, V olume 58 Issue 1, February 2025 Research Papers
business and in healthcare organizations that aim to lev-
erage their intellectual resources and gain a competitive 
advantage in the market (Karamitri et al., 2020, p. 10). 
Future challenges in healthcare include patient-centered 
care, integration, clinical outcomes, the development and 
implementation of information technology, investment in 
people, training, and education (Pihlainen et al., 2019, p. 
13). Rapid advancements in knowledge related to patient 
diagnostics and treatment highlight the need for develop-
ing knowledge management systems to support new in-
formation technology and treatment methods (Phan et al., 
2022, p. 1). The World Health Organization also emphasiz-
es the importance of knowledge management, identifying 
the following goals for its development (WHO, 2005, pp. 
8-11): the use of information technology in the healthcare 
system; strengthening systematic knowledge management 
approaches in the healthcare system  (assessment of needs, 
planning, and evaluation); enhancing national knowledge 
management programs; bolstering information technology 
infrastructure in healthcare institutions; human resource 
development; supporting knowledge transfer; promoting 
knowledge creation; and establishing knowledge hubs.
The use of knowledge management in healthcare in-
stitutions enhances organizational performance and qual-
ity of care, while also helping to reduce costs and errors 
(Ayatollahi & Zeraatkar, 2019, p. 113). Knowledge man-
agement has a significant impact on the financial status 
of healthcare institutions, leadership of these institutions, 
quality of care, patient safety, and it influences the methods 
of working, learning, development, and knowledge-seek-
ing by healthcare professionals (Kosklin et al., 2023, p. 
746). Knowledge represents a strategic resource in health-
care organizations, and knowledge management facilitates 
the successful overcoming of challenges in the healthcare 
system such as rising healthcare costs and improving the 
quality of care (Ayatollahi & Zeraatkar, 2019, p. 98).
3 Methodology
A systematic review of national and internation-
al literature was conducted using the databases Scopus, 
CINAHL, ScienceDirect, and ProQuest, to search for 
open-access scientific and professional articles, as well as 
doctoral dissertations. The search results were limited to 
Slovene, English, Serbo-Croatian, and Spanish languages. 
Table 1: Inclusion and Exclusion Criteria
Criterion type Inclusion Criteria Exclusion Criteria
Topic Studies related to factors of knowl-
edge management
Studies not addressing factors of knowledge 
management
Research Type Qualitative and quantitative research Systematic literature reviews
Time Frame Between 2014 and 2024 Older than 2014
Language Slovene, English, Serbo-Croatian and 
Spanish
Other languages 
Full-Text Availability YES NO

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Organizacija, V olume 58 Issue 1, February 2025 Research Papers
Figure 1: Research Model
We searched by title (TITLE-ABS-KEY) using the search 
terms “knowledge management,” “model,” “healthcare,” 
and the conjunction AND. Doctoral dissertations in Slo-
vene were searched in the repositories of the University of 
Primorska, University of Ljubljana, University of Maribor, 
and the electronic library of the Faculty of Organizational 
Studies in Novo Mesto, while dissertations in the English 
language were searched in the PQDT Open database. In-
clusion and exclusion criteria are presented in Table 1.
The database search resulted in a total of 201 articles 
and nine doctoral dissertations (Figure 1). After removing 
duplicates, a further review was conducted based on com-
binations of titles, abstracts, and keywords. Following the 
screening phase, we reviewed 19 full-text documents to 
identify key factors in knowledge management and their 
impact on quality. Upon reviewing the existing literature, 
we did not find a comprehensive review of empirical stud-
ies on the influence of knowledge management factors on 
the quality of care in the healthcare system. 
4 Results
The review of relevant literature included 19 empirical 
scientific articles, with key findings presented in Table 2.
Among the 19 articles included in the literature re-
view, 11 authors utilized quantitative research methods, 7 
employed qualitative methods, and one author opted for 

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Organizacija, V olume 58 Issue 1, February 2025 Research Papers
Authors Methods Findings
Aljazzazen & 
Schmuck (2021, 
pp. 267, 274)
Quantitative research (data 
analysis)
The research results confirm a statistically significant correlation between knowledge 
management factors and the implementation of improvements within the organiza-
tion using the Lean Six Sigma method.
Aradati et al. 
(2019, pp. 1, 2, 
5, 7)
Qualitative research (inter-
view/observation) 
The use of knowledge management tools contributes to more efficient and produc-
tive work in call centers for mental health support. 
Bahar & Bahri 
(2017, pp. 80, 81)
Qualitative research (inter-
view) 
The findings of the study indicate that a focused knowledge management strategy 
within healthcare organizations helps physicians and nurses improve current clinical 
practices in a clinical environment. 
Baptista et al. 
(2019, pp. 1, 6)
Observational, quantitative, 
descriptive research 
The study demonstrated a positive impact on the efficiency of nurses perioperative 
decision-making through the implementation of an electronic system compared to 
written documentation.
Fadaie et al. (2023, 
pp. 1, 6, 7)
Quantitative research (data 
analysis)
The knowledge management processes positively impacted work performance and 
increased job satisfaction. However, there was no significant relationship found 
between knowledge sharing and increased job satisfaction.
Gonçalves & Cura-
do (2023, pp. 421, 
424, 427) 
Quantitative research (data 
analysis)
The research found that knowledge management factors positively contribute to the 
accumulation of employees’ knowledge and have a positive impact on the quality of 
care. Additionally, they negatively affect the occurrence of conflicts regarding work-
load allocation among healthcare workers. Knowledge hiding is positively associated 
with workload allocation conflicts and decreases the quality of care.
Karamat et al. 
(2019, pp. 1, 8, 9) 
Quantitative research (data 
analysis)
The research results have shown that organizational and strategic barriers nega-
tively impact the implementation of knowledge management, while government 
and healthcare system-related enablers positively influence the implementation of 
knowledge management.
Karamitri et al. 
(2020, pp. 10, 11, 
12)
Quantitative research (data 
analysis)
The study confirmed that the questionnaire is reliable, valid, and suitable for collect-
ing information on knowledge management processes in healthcare organizations 
and can contribute to the overall success of healthcare organizations. 
Karltun et al. 
(2019, p.  205, 207, 
213)
Combined research; doc-
ument review, qualitative 
approach (semi-structured 
interviews), observation 
The study found that hospital leaders with appropriate knowledge management 
infrastructure contribute to the improvement of healthcare quality. 
Kejžar et al. (2023, 
pp. 4, 5, 8, 11 )
Quantitative research (data 
analysis)
The study confirmed a statistically significant correlation between awareness of the 
importance of knowledge management and the quality of care in four nursing homes 
in Slovenia. 
Leal et al. (2018, 
pp. 279, 288, 289) 
Quantitative research (data 
analysis)
The research has shown that formal knowledge sharing positively influences job 
satisfaction.
Lee et al. (2014, 
pp. 1, 5, 7, 10)
Quantitative research (data 
analysis)
The research has shown that knowledge-sharing culture and organizational learning 
are key factors influencing the success of nursing. They measured effectiveness (de-
sire, attitude) and the utilization of the healthcare process.
Lunden et al. 
(2018, pp. 6, 12, 
15)
Qualitative research (inter-
view)
The study found that leaders in healthcare organizations prioritize day-to-day knowl-
edge management over promoting knowledge management and advance planning of 
knowledge management. 
Pereira de Souza et 
al. (2020, pp. 6, 7, 
9, 18)
Qualitative research (case 
study, semi-structured 
interview)
The study addresses how the ability to perceive, as a new element of knowledge 
management, includes sensemaking processes, knowledge creation, and deci-
sion-making. Information technology and the operation of the healthcare system 
were identified as supportive factors of knowledge management. 
Popa & Ștefan 
(2019, pp. 6, 14, 
15)  
Quantitative research (data 
analysis)
The study has shown positive and statistically significant correlations between the 
knowledge management process and the quality of healthcare, as well as socio-eco-
nomic outcomes at the organizational level.
Roohi et al. (2022, 
pp. 1, 3, 5, 9)
Qualitative research 
(semi-structured interview); 
conducted in two phases 
A model was developed to assist healthcare system leaders in implementing knowl-
edge management. They measured users’ experiences, practitioner experiences, 
assessment of managerial decisions, capabilities, intentions, and the role, skills, and 
attributes of managers. 
Table 2: Key Findings from Empirical Studies on Knowledge Management in Healthcare

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Organizacija, V olume 58 Issue 1, February 2025 Research Papers
Table 2: Key Findings from Empirical Studies on Knowledge Management in Healthcare (continues)
Authors Methods Findings
Rodríguez Marino 
et al. (2022, pp. 1, 
3, 7, 13, 14)
Qualitative research 
(semi-structured interview)
Quantitative research (data 
analysis)
By implementing the knowledge generation and transfer model, call center agents 
were able to standardize work methods and increase service levels, reduce the 
average response time of the call center, and enhance efficiency (number of calls 
handled). 
Silva et al. (2021, 
pp. 3, 7)
Qualitative research 
(semi-structured interview) 
The research results have shown that the experience of the teaching and learning 
process among professors and students has a positive impact on research in terms of 
scientific principles, particularly regarding the ability to formulate research problems 
early and critical thinking.
Tehranineshat & 
Rakhshan (2018, 
pp. 5, 10)
Quantitative research (data 
analysis)
The study findings have indicated a statistically significant correlation between knowl-
edge management and creativity among undergraduate and graduate students.
Figure 2: Frequency of the most mentioned knowledge management factors
mixed methods research. Nearly half (n = 9) of the studies 
were conducted in Asia, slightly fewer in Europe (n = 7), 
and South America (n = 3). The presented results are based 
on samples totalling 3,086 respondents, 271 interviewees, 
991 call analyses, and 193 hours of observation.
In the articles, we identified knowledge management 
factors that the authors investigated. Among all knowledge 
management factors, knowledge sharing was described in 
half of the studies. This finding is consistent with a study 
of the Portuguese healthcare system (Leal et al., 2018, pp. 
279-289), which identified knowledge sharing as one of 
the key factors of knowledge management and highlight-
ed its significance in indicating employees’ willingness to 
share their expertise.
In Figure 1, we depict the factors influencing knowl-
edge management that authors most frequently studied: 
knowledge sharing, knowledge recognition, knowledge 
utilization, knowledge storage, leadership (where we com-
bined variables such as management system, leadership 
culture, and innovative leadership), knowledge acquisi-
tion, and knowledge creation.
5 Discussion
Through the acquisition, collaboration, sharing, and 
development of healthcare workers’ knowledge manage-
ment contributes to the higher quality of healthcare (Popa 
& Ștefan, 2019, pp. 14-15). Knowledge management is 
not a linear process but a repetitive one, where individu-
al phases intertwine to improve or achieve specific goals. 
The phases of knowledge acquisition, collection and anal-

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Organizacija, V olume 58 Issue 1, February 2025 Research Papers
ysis, and organization are particularly repetitive (Bahar 
& Bahri, 2017, p. 81). Pereira (2022, pp. 22-27) explored 
the relationships between the characteristics of knowledge 
and the connection between implementation methods and 
the realization of knowledge management characteristics. 
Knowledge creation, organization, sharing, and appli-
cation are crucial for ensuring the quality of services in 
healthcare organizations, highlighting the importance of 
appropriate knowledge management. The findings empha-
size the balance between evidence-based practice (explicit 
knowledge) and patient-centered (tacit knowledge) in both 
internal processes and overall performance. The complex-
ity of clinical decisions, which should be based on knowl-
edge exchange, is highlighted. While internal processes 
focus on improving communication and the efficiency of 
measures, overall performance emphasizes service quality 
and patient-centeredness. To improve the quality of health-
care in an organization, it is important to recognize and 
share the knowledge and experiences in the organization. 
Therefore, identifying the fundamental factors of knowl-
edge management, which are applied to effectively man-
age and share specific professional knowledge, is crucial 
for improving the quality of healthcare (Lee et al., 2014, 
p. 10). 
The process of knowledge management encourages 
and supports intra- and inter-organizational collaboration, 
which is crucial for preventing errors and ensuring the 
quality of care (Popa & Ștefan, 2019, pp. 14-15). Knowl-
edge management has a significant impact on the imple-
mentation of business strategies for improving processes 
and quality, as well as reducing costs in organizations. 
Success depends on how well employees adapt to the 
standards of the new business strategy and how effectively 
they learn (Aljazzazen & Schmuck, 2021, pp. 267-279). 
Knowledge management contributes to the improvement 
of healthcare quality and socio-economic outcomes (Popa 
& Ștefan, 2019, pp. 14-15). 
The quality of services depends on both informal and 
formal knowledge sharing; therefore, organizations should 
enhance the transfer of explicit knowledge and the shar-
ing of tacit knowledge (Leal et al., 2018, pp. 279-289). A 
cross-sectional study by Popa and Ștefan (2019, pp. 15-16) 
shows that knowledge management factors have a direct 
impact on employee satisfaction, patient satisfaction, and 
patient health, thus indirectly influencing the quality of 
healthcare.
From the descriptions of less researched factors in 
knowledge management, we have identified several inter-
esting findings. The factor “sensemaking” was recognized 
as an important element in efforts to achieve strategic 
goals and strengthen commitment. Collective sensemak-
ing fosters professional development (Pereira de Souza et 
al., 2020, p. 11).
We have identified the following five key knowledge 
management factors based on a focused review of the lit-
erature from the past ten years on the impact of knowledge 
management factors on the quality of patient care in the 
healthcare system:
5.1 Identifying Knowledge / Knowledge 
Recognition / Knowledge Creation
Due to similar characteristics, we combined the fac-
tors “Knowledge Recognition,” “Knowledge Creation,” 
and “ Identifying knowledge “ under the collective term 
“Knowledge Identifying.” Information is gathered through 
direct observations, examinations, patient history, reports, 
and laboratory test results. Healthcare workers also ac-
quire information from clinical guidelines, quick refer-
ence handbooks, and textbooks. Physicians and nurses 
determine which knowledge/information they need to 
perform interventions (assessment, diagnosis, treatment, 
monitoring, prognosis, and further referrals). Four types 
of knowledge/information have been identified in the clin-
ical environment: personal knowledge and competencies; 
patients’ experiences of illness and health conditions; clin-
ical evidence and professional guidelines; and technical 
knowledge. The process of analysis is followed by the doc-
umentation of useful information and knowledge (Bahar & 
Bahri, 2017, pp. 80-81).
5.2 Knowledge Sharing / Knowledge 
Transfer
The group of factors named “Knowledge Transfer” 
by the authors (Kejžar et al., 2023, pp. 4-11; Rodríguez 
Marino et al., 2022, pp. 1-14) has been merged with the 
variable “Knowledge Sharing” due to similar factors. The 
key purpose of knowledge management in organizations is 
to create conditions for effective knowledge sharing. The 
success or failure of knowledge management depends on 
how effectively employees in a healthcare organization 
share and utilize their knowledge (Lee et al., 2014, pp. 
1-10). Healthcare workers exchange intellectual knowl-
edge among themselves. There are various methods that 
physicians and nurses use to disseminate information. In-
formal methods include social networks and various appli-
cations, while more formal methods include professional 
training, meetings, and electronic communication (email, 
social networks) (Bahar & Bahri, 2017, p. 81). Research 
results among Portuguese healthcare workers have shown 
that formal knowledge-sharing practices increase employ-
ee satisfaction, organizational performance, and reduce 
turnover intention (Leal et al., 2018, pp. 279-289). For 
effective nursing, employees need to have a great deal of 
complex knowledge and skills, so it is crucial to recog-
nize the knowledge and experience of individual nurses 
and share it throughout the organization (Lee et al., 2014, 

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Organizacija, V olume 58 Issue 1, February 2025 Research Papers
pp. 1-10).
5.3 Knowledge Application
In the clinical environment, knowledge application is 
the process through which healthcare professionals devel-
op solutions to problems in providing patient care. Based 
on their knowledge, they formulate a patient care plan ac-
cording to the current condition, circumstances, and avail-
able resources. They make decisions about procedures, 
methods of implementation, and the involvement of other 
healthcare professionals (Bahar & Bahri, 2017, p. 81).
5.4 Knowledge Storage
The results of solving clinical problems are useful for 
future use, but unfortunately, this type of knowledge/infor-
mation is mostly recorded in individuals’ memories. De-
tails such as patient information, medical reports, physical 
examination results, and the final diagnosis are recorded 
in the form of computer data or electronic medical records 
(Bahar & Bahri, 2017). Knowledge in healthcare organiza-
tions exists at various levels: the knowledge held by indi-
vidual healthcare professionals, in databases, documented 
organizational procedures such as clinical guidelines, and 
standard operating procedures. Analysis shows that knowl-
edge in the clinical work environment is primarily owned 
by individuals (i.e., clinical experts), as they are crucial in 
knowledge acquisition. Clinical experts in healthcare or-
ganizations collect knowledge in the form of information 
and documents and organize it in a simple and meaningful 
way so that the content is accessible to other employees 
(Bahar & Bahri, 2017, p. 81).
5.5 Leadership
Knowledge management in nursing is a complex task 
that requires leaders to have decision-making abilities and 
the use of various leadership styles and competencies. 
Therefore, clear guidelines and models are necessary to 
ensure systematic knowledge management (Lunden et 
al., 2018, p. 15). Knowledge management strategies help 
organizational leaders enhance the efficiency of hospitals 
and other healthcare facilities (Karamitri et al., 2020, pp. 
10-12). In the daily work of nursing leaders, activities re-
lated to knowledge management focus on ensuring nec-
essary competencies and responding to sudden changes. 
Leaders must make quick decisions and reallocate staff to 
ensure appropriate patient care. Knowledge management 
also involves knowledge transfer, guidance, and the devel-
opment of a work culture for the near future, as well as 
long-term activities anticipating future knowledge needs. 
Nursing leaders often prioritize daily knowledge manage-
ment activities over promoting knowledge and anticipat-
ing knowledge needs. Their activities are characterized by 
an “ad hoc” approach (Lunden et al., 2019, pp. 8-15). 
The gap between knowledge and practice, as well as 
the delay or failure to implement research findings in prac-
tice and policy-making, is a contributing factor to the pro-
vision of low-quality services (Roohi et al., 2022, pp.1).
The primary goal of research on knowledge implemen-
tation in healthcare is to enhance the effectiveness of in-
terventions, ultimately improving healthcare practice and 
resulting in better care and outcomes for patients and pop-
ulations (Wensing & Grol, 2019, pp. 5).
The study (Kim & Tomprou, 2021, pp. 12 - 13)  in-
vestigates the impact of data analytics training and com-
prehensive organizational changes on the successful 
implementation of healthcare data analytics. Through a 
quasi-experimental pre/post-test design, they demonstrat-
ed that coordinated interventions facilitate the develop-
ment of employee goals, leading to improved learning and 
performance standards, as well as enhanced skills in using 
data analytics tools. The findings provide practice-orient-
ed evidence highlighting the importance of well-designed 
training programs in empowering healthcare organizations 
to establish effective data analytics infrastructures, im-
prove analytical skills, and optimize the use of new tools.
6 Conclusion
The purpose of the study was to identify key knowl-
edge management factors influencing the quality of care in 
healthcare systems. Through a literature review, five key 
knowledge management factors were identified: identify-
ing knowledge, knowledge sharing /knowledge transfer, 
knowledge application, knowledge storage, and leader-
ship. Identifying knowledge in the healthcare environment 
is crucial for ensuring necessary knowledge and preserv-
ing the skills of employees through continuous education 
and training. Knowledge sharing among healthcare profes-
sionals is important for the effective operation of the insti-
tution, with knowledge exchanged through various meth-
ods, both formal and informal. Knowledge application in 
the clinical environment enables healthcare professionals 
to independently and safely perform tasks in providing pa-
tient care and making decisions on procedures and meth-
ods of implementation. Knowledge storage is an important 
factor in knowledge management, enabling the collection, 
analysis, and organization of information and knowledge 
for later use. Providing appropriate conditions for knowl-
edge to circulate within organizations and systems is 
within the domain of leaders. Ensuring effective knowl-
edge management is important for providing high-quality 
healthcare services, which directly impacts social welfare 
and sustainable development.
A review of the literature on knowledge management 

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Organizacija, V olume 58 Issue 1, February 2025 Research Papers
factors in the healthcare system has shown that the use 
of these factors contributes to a more productive and ef-
ficient operation within the healthcare system. Addition-
ally, knowledge management factors positively influence 
the implementation of improvements, work performance, 
job satisfaction, and the quality of healthcare. Theory and 
practice in healthcare management are constantly advanc-
ing, and the literature review indicates that knowledge 
management is necessary and socially beneficial. Ensur-
ing high-quality healthcare services significantly contrib-
utes to social welfare by maintaining an active population 
into old age and ensuring a rapid response throughout the 
healthcare system to population needs. The research re-
sults are useful for both owners and managers in health-
care institutions who are constantly striving to improve 
working conditions and provide better quality healthcare. 
A review of professional literature serves as a basis for 
further research on the impact of knowledge management 
factors on the quality of care in the healthcare system. An 
effective knowledge management system is essential for 
the quality care of patients within the healthcare system. 
The challenge for healthcare leaders today is to establish 
a system that both enables and encourages employees to 
continuously stay updated with advancements and best 
practices in their professional field.
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Tadeja Krišelj is employed as a registred nurse in the 
field of wounds, ostomies and continence (enterostomal 
therapist) in the Nursing Advisory Service of the 
University Medical Centre Ljubljana (UMCL). After 

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completing her studies at the University of Health 
Sciences in Ljubljana, she studied on the Faculty of 
Organizational Sciences of the University of Maribor, 
where she graduated in 2003 in the field of human 
resource management. With lectures and educational 
workshops, she participates in various professional 
meetings and educational events in Slovenia and 
also in Europe. She is involved in the development 
of professional standards and protocols within UMCL 
and also in Slovenia. She participated in the creation 
of professional guidelines for the care of chronic and 
acute wounds within the framework of the Ministry of 
Health, and is actively involved in the preparation of the 
Clinical Specialization in the field of wounds, ostomies 
and continence. Since 2020, she has been the head of 
Functional Education in the field of wounds, ostomies 
and continence (School of Enterostomal Therapy). 
Mirko Markič obtained his Ph.D. at the Faculty of 
Organizational Sciences, University of Maribor, in the 
field of organizational sciences, focusing on innovation. 
After twelve years of experience in the automotive 
industry, he joined the Faculty of Management, 
University of Primorska. He is a university professor 
of management sciences, a scientific advisor, and 
the head or member of 20 research projects and 
projects with the industry. His bibliography comprises 
more than 700 units in the fields of administrative 
and organizational sciences, as well as public health 
(occupational health).
Annmarie Gorenc Zoran is a researcher and teacher 
with over 25 years of experience in the US and Europe. 
She received her Ph.D. from the University of South 
Florida and has served on editorial boards and as a 
peer reviewer for scholarly journals and conferences. 
Her interdisciplinary work focuses on individuals 
in educational and organizational settings, using 
various research methods. She has led international 
research projects on topics such as work well-being, 
technology integration, and education, funded by the 
EU Framework Programme, national agencies, and 
private foundations.
Tamara Štemberger Kolnik obtained her Ph.D. in 
Health Literacy area at the Faculty of Education at the 
University of Primorska. She completed her master’s 
degree at the Faculty of Management, University 
of Primorska, in 2008. She has 30 years of work 
experience as a registered nurse in different clinical 
settings. Her professional interest is predominantly 
focused on health promotion, leadership positions such 
as the head of a health education centre, assistant 
director for nursing, and director of a primary health 
centre. Since 2008, she has been actively involved in 
the field of nursing education and has been employed 
full-time since 2021 as the vice-dean for Research at 
the Faculty of Health Sciences in Celje. She also has 
experience in collaborating and managing national and 
international projects. Her bibliography comprises over 
340 entries.