**7. Discussion and KM in the future**

The preliminary findings reveal that management and employees have variable perceptions toward the relative importance of the three KM pillars. Their inclined perceptions influence the degree of KM pillar being practiced and exploited in KM programs. The current study also shows that organizations propagating hybrid KM strategy result in relatively higher effec‐ tiveness in organizational performance than those non‐hybrid organizations do. The skewed emphasis on a particular KM pillar, such as technology orientation, seems like a one‐legged chair that is rigidly stacked at a particular point.

Given the dynamic change of business environment, organizations not only have to maxi‐ mize the effectiveness of organizational routines but also harness changes and develop new competitive strengths. The findings from current study encourage joint efforts from manage‐ ment and employees to configure a hybrid KM strategy, that is beyond the two‐dimensional classification of KM strategies, either personalization or codification [26, 27]. The following section provides recommendation to management for courses of action to explore more on KM pillars that may be least attended or emphasized in current stage, ultimately to attain a desirable organizational performance.
