Committee‐Based Knowledge System in Organizations: A Systemic View of Strategic Committee Activities

This study argued that strategic committees are central to effective knowledge management (KM) within organizational strategizing, viewed through a systems‐thinking perspective. Using a grounded theory approach, this study examined an Indian institution as it undergoes strategic positioning. Data were collected and analysed iteratively via participant observations and discussions, employing coding techniques. The findings showed that forming a strategic committee creates a KM subsystem, with systemic processes that foster knowledge integration. Critical components included the committee as a knowledge body, key tensions, institutional and member knowledge attributes, institution–committee interactions and knowledge‐based strategizing. The study traced how this KM subsystem evolves, driven by actor interactions, leadership and systemic influences. It demonstrated that KM is dynamic, shaped by cognition, trust, hierarchy and culture, bridging knowledge networks and strategizing systems. The findings further identified tensions and conflict resolution mechanisms that underpin knowledge‐based decision‐making. The study concluded by recommending that organizations treat strategic committees as vital to KM, as they integrate knowledge across subsystems and strengthen strategy planning through ongoing knowledge creation.