This research explores the cyclic conceptualisation of knowledge within the academia–industry interface, encompassing insights from academics, practitioners and researchers. The objective of the study is to analyse how organisational knowledge of Industry 4.0 has changed thematically and to show the teamwork between universities and companies. This study distinguishes itself by combining Husserl and Heidegger’s phenomenological method, offering a thorough grasp of participants’ experiences and their real-world settings. This unique approach of hermeneutic phenomenology moves beyond description to an interpretation of being within its context, using the hermeneutic circle to understand phenomena through shared knowledge and experience rather than bracketing enables a deep engagement with participants’ lived experiences, providing valuable insights into the advancement of organisational knowledge. This article sheds light on technological innovation and sustainability’s pivotal role while emphasising the significance of sustainable strategic knowledge management practices. Drawing insights from verbatim excerpts and autoethnographic observations, the study identifies strategies conducive to fostering effective academic–industry collaborations. The research identifies effective strategies for successful academic–industry collaborations, drawing on direct quotes and personal observations. Real challenges and experiences of academics, researchers and practitioners are captured, besides putting across a repertoire of strategies to catalyse innovation, nurture collaboration, mitigate risk and foster learning and economic growth to keep pace with the dynamic competitive landscape.
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