This paper reports the results of an empirical test of the integrated knowledge management model. This model proposes four inter-related concepts, namely knowledge stocks, knowledge processes, social initiatives and technical initiatives as core components of the organisational knowledge management (KM). To test the model, a survey-based study was conducted in the context of public administration
... [Show full abstract] of a European country using 185 senior civil servants as subjects. The results of the study provide a confirmatory test of the proposed model. They demonstrate that both social and technical initiatives represent significant factors in explaining and predicting the status of the organisational knowledge stocks. However, the results indicate that they both affect knowledge stocks indirectly, by influencing organisational knowledge processes. Furthermore, the findings suggest greater importance of social than technical enablers in advancing organisational knowledge. They also suggest that social initiatives may be an important enabler of technical initiatives.