Background: The COVID-19 pandemic has forced companies to undergo a rapid digital transformation, including a shift towards remote-hybrid work structures. This has disrupted traditional ways of working, including strategic knowledge management (SKM). Effective SKM is crucial for organizations to succeed under remote-hybrid working arrangements and requires modernization of knowledge management strategies. Despite significant research on SKM and remote-hybrid work separately, there is a lack of understanding of how remote- hybrid work structures affect SKM, and the development of effective strategies to manage strategic knowledge in this new digital environment.

Purpose: This thesis aims to investigate how remote-hybrid work structures influence the management of strategic knowledge in organizations. It aims to bridge the fields of SKM and hybrid organizations by exploring how organizations can design their infrastructures and processes to succeed with SKM under a remote-hybrid work structure.

Method: This study adopts a critical realism research philosophy, an abductive research approach, and an exploratory single case study design to explore SKM in the context of remote- hybrid work structures. Data was collected through seven semi-structured interviews with CEOs and partners at different offices of the case company, as well as four observation sessions. The analysis of data was conducted in three steps, namely empirical analysis, abstraction, and retroduction.

Conclusion: This study offers a unique perspective on the relationship between remote-hybrid work structures and SKM processes in organizations. By highlighting the importance of digital infrastructure and knowledge-sharing culture, the study identifies key factors for successfully managing strategic knowledge in this new work context. The study also provides a new conceptual framework that bridges the fields of remote-hybrid work and SKM, emphasizing the interlinks between infrastructures, organizational culture, and SKM processes. These insights provide a valuable contribution to both SKM research and practical implications for managers seeking to design effective SKM infrastructures and processes that provide a strategic advantage.