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As a result, numerous gaps remain in our understanding of how effective and innovative knowledge can be generated and managed to enable employees, employers, partners, buyers, and suppliers towards sustainable transformation. To date, the field of knowledge management has not yet explored the specific role, function, position, form, and resource allocation needed to help employees and other stakeholders to navigate the digitalization changes required for organization sustainability, ESG and This has been further exacerbated by the rapidly changing and dynamically fast technological transformation by digitalization involving AI, IoT, cloud computing and mobile only operational management. However, all organizations are not at the same level and therefore they must learn, share and adapt.
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The recent development around Paris climate agreement, COP 26, EU taxonomy on sustainable finance, EU norms and policies on sustainable development goals and changing role of big financial institutions towards ESG has strongly shifted the market dynamics towards organizational sustainability. Among the questions that need to be explored is how top management teams, employees, consultants (external employees) need to interact to understand the complexities of organizational sustainability, European union ESG requirements, competitive digitalization landscapes and associated business costs.
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Through this special issue, we intend to further explore these inherent challenges. Also, the available extra knowledge (involving those from sustainable policies and market environment and emerging digitalization and automation) needs to be shared with the employees through training, workshops and conversations. However, it remains to be explored how organizational knowledge management practices and repository should be structured, designed, and distributed when organizations have to deal with high uncertainties involving both changing digitalization and rapid external events calling for greater organizational sustainability. There are numerous articles that have explored how effective knowledge management practices lead towards organizational digital transformation and organizational sustainable transformation. Knowledge management literature thrives on the argument that effective management, repository, sharing and distributing knowledge makes organizations innovative, transformative, competitive and with high employee motivation and performance. It is therefore a need to further explore the knowledge management in the digital landscape for a sustainable world. Scholars and practitioners argue that knowledge management must focus on inclusivity, climate change, carbon neutrality and digitalization and related transformation, however, the actual acts and related consequences makes organizational knowledge management role more complex, highly uncertain and underwhelming.
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There are multiple schools of thought in both academic and policy formulation groups that are strongly deliberating on the role of knowledge management among organizations, when they are experiencing uncertainty due to sustainability challenges, climate change, inclusivity, globalization, digital innovation and practices within and outside organizations. Knowledge management is experiencing a rapidly changing environment due to increasing digitalization and sustainability related goals, activities and market requirements. Knowledge management is the fundamental set of practices that help in defining an organization’s organizational identity, competency, and boundary. Email: Agrawal, OP Jindal Global University, India. Email: Reina, Magna Græcia University of Catanzaro, Italy. Leonardo Caporarello, Bocconi University, Italy.