Objective: Given the imperative to enhance the effectiveness of environmental policy implementation, this study aims to analyze the relationships among the components of an implementation model for environmental protection grounded in the application of knowledge management. The research adopts a descriptive–survey design and involves a purposive sample of 50 environmental experts from governmental organizations. Data were collected using a researcher-developed questionnaire comprising 15 Likert-scale items, designed based on an extended Edwards model framework and the results of exploratory factor analysis. The reliability of the instrument was confirmed using Cronbach’s alpha, and data analysis was conducted through Pearson correlation tests in SPSS.
Findings: The composite component of “resources and implementers’ orientations” exhibits the strongest correlation with “knowledge evaluation” and shows statistically significant relationships with both knowledge acquisition and knowledge sharing. Organizational structure demonstrates a strong correlation with knowledge evaluation and moderate relationships with the other dimensions. Organizational culture has a significant and robust association with knowledge acquisition and sharing, while its correlation with knowledge evaluation is comparatively weaker. Organizational communications display the strongest relationships with knowledge acquisition and sharing, underscoring the critical role of horizontal and vertical intra-organizational interactions in facilitating knowledge flows; however, supporting knowledge evaluation requires the strengthening of formal structures.
Moreover, intra-construct relationships indicate that the linkage between organizational structure and resources and implementers’ orientations constitutes one of the strongest connections within the model. The comparatively weaker interaction between structure and culture highlights the need for effective alignment between structural transformations and the consolidation of cultural values within organizations. A comparison of these findings with upstream policy documents and the country’s five-year development plans confirms alignment with policy emphases on human and financial resources, structural reform, strengthening intersectoral communications, and institutionalizing environmental culture.
Conclusion: The successful implementation of environmental policies necessitates the synergy of structure, culture, communications, and resources and implementers’ orientations within a knowledge management context. The proposed model can serve as a foundation for policymaking initiatives that, by strengthening knowledge-based, structural, and human resource capacities, facilitate progress toward achieving environmental objectives.