Purpose – This study is motivated by the question “how do organizational routines influence the three knowledge management processes of acquisition, creation, utilization and sharing?” and accordingly it seeks to address this issue. Design/methodology/approach – A theoretical framework is first built by linking absorptive capacity (a routine-based capability) with knowledge management processes. A literature search guided by the theoretical framework, and evidence from two case studies, were used to address the objective of the study. Findings – The study elicited the organizational routines that influence the three knowledge management processes. These routines were then clustered into five key organizational themes: systemic knowledge; strategic engagement; social networking (external and internal); cultural context; process and structural context. Research limitations/implications – Several implications for research are suggested. More specifically, the study offers five propositions that can be further tested. The key limitation of this study is the use of only two case studies for empirical data, and therefore further testing is needed. Practical implications – The study shows that, although leadership behavior is critical for knowledge management, its impact depends on the platform of routines and processes built for it. The identified routines and their influence on knowledge management are invaluable for knowledge management practitioners. Originality/value – The paper furthers understanding of how organizational routines influence the three knowledge management processes of knowledge acquisition, creation, utilization and sharing. This aspect has been little studied and is of value to both academics and practitioners.