Identification and prioritization of the barriers of knowledge management implementation using fuzzy analytical network process

Educators all over the world are facing the challenges brought by education reform. Schools need to become more aware how Knowledge Management (KM) can help them be more effective in leveraging organizational knowledge to improve organizational effectiveness to face the increasing requirements for school improvement. Although KM has been regarded as the advanced management strategy in the business world for leveraging their intellectual assets, few studies have been conducted in the school setting. The present study will shed light on how to implement KM in a school setting through the leadership provided by the principal. This study can be a model for those educators who would like to implement KM in their schools.
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\nAlthough KM researchers have identified that leadership is a critical factor in KM implementation, few studies have explored the actual impact of leadership in the process of KM implementation. Moreover, the literature review shows that leadership by the principal is the essential element for school success in KM. This study shows that a principal’s leadership-driven approach is necessary for KM implementation and explores its impact on the process of KM implementation for school improvement.
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\nThe study uses insider action research to explore how the principal’s leadership can be incorporated into KM in a school environment and evaluate the effectiveness of this Leadership-Driven KM Implementation in a school setting, so that this study can offer practical advice and guidance to the principals who would like to try KM in their practice.
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\nIn this study, KM was implemented in a school by starting with two basic approaches: Information-Based and People-/Interaction Based Approaches. The Principal’s Knowledge Leadership was integrated with the two approaches to strengthen the implementation of the KM strategies. The principal acted as the knowledge leader with the roles of knowledge vision builder, knowledge enabler builder and knowledge role model. Under the strong leadership of the principal, both the Information-Based and People-/Interaction Based Approaches have been implemented with achievements in sharing information/knowledge and nurturing a sharing culture and trust. The principal assessed teacher’ readiness, implemented Information-Based and People-/Interaction-Based approaches and strengthened knowledge leadership through the process. This study can serve as a model for implementing KM in schools.
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\nThis study shows that the principal’s leadership was the key driver for KM Implementation. The principal performed his leadership with clear direction and thoughtful procedures of implementing Information-Based and People-/Interaction-Based Approaches, thoughtful allocation of the school resources, and shaping learning for staff. As a result, the school developed a Knowledge Base and a Digital Archive as knowledge repositories and Lesson Study and Communities of Practice as platforms for knowledge sharing. The
\nSchool’s achievements in KM implementation were recognized through improvement in students’ testing achievements, appreciation by KM practitioners, and recognition and awards from government examiners and experts. This study recommends that Leadership-Driven Knowledge Management is of value in the implementation of KM in schools to help schools become learning organizations so they can better face the challenges brought by waves of education reform and societal change.

Software companies are in the top of the waves of knowledge economy era and knowledge management is the inevitable choice. However, in the process of the implementation of software enterprise knowledge management, there exist a large number of barriers for the knowledge management to smoothly progress, which makes the desired results difficult to achieve and even brings negative issues to the management of software enterprises. This paper has analyzed features of software enterprises implementing knowledge management, summarized the obstacles in the implementation of knowledge management, and proposed some practical solutions based on the actual conditions of management of software enterprises, which has certain reference value for software enterprises to smoothly implement the knowledge management.

PurposeThe purpose of this article is to measure knowledge management (KM) implementation and determine KM strategy by assigning KM instruments into KM orientations.Design/methodology/approachInformation is collected from ten SMEs in Spain and ten in Austria taking part in a KM audit project.FindingsResults show that instruments can be used to diagnose KM strategy. Besides, some firm's characteristics as industry, national culture, size and age act as contingent factors. Personalisation strategy is predominant probably due to be more feasible in first KM stages.Research limitations/implicationsBesides the increase of cases, business strategy could be introduced to explore relationships with KM instruments and strategy.Practical implicationsThis study helps management to auto‐diagnosis its KM implementation and strategyOriginality/valueInstead of sophisticated measures, KM strategy is revealed considering knowledge instruments use.

Knowledge management (KM) is the source for creating a sustainable competitive advantage, and it helps the organizations to retain, develop, organize and utilize their knowledge. Due to globalization, the organizations must maintain their knowledge assets to survive. Many organizations have realized the potential of KM and are applying it. Since the healthcare industry is growing significantly, it is continuously generating a wealth of knowledge. This knowledge can be recorded, communicated and used by many health care professionals with the help of KM. There is a wealth of research on KM in healthcare of developed countries, but very few studies regarding KM implementation can be found in developing countries i.e., Pakistan. Pakistan is now looking towards the implementation of KM; it is in its initial stages. The implementation of KM in the healthcare of Pakistan is affected by different barriers. In this study, the barriers will be identified and analyzed. An interrelationship between the barriers will be determined, and how the different barriers support each other (driving power), and how they influence each other (dependence power). The results of interpretive structural modeling (ISM) and MICMAC (Matrice d’Impacts croises-multipication appliqué an classment i.e., cross-impact matrix multiplication applied to classification) approach show that lack of support from top management, insufficient strategic planning and lack of support from organizational structure are the main barriers to KM adoption in the healthcare of Pakistan. This study provides a solution in determining the main barriers that need to be solved first, and to ensure effective implementation of KM in the healthcare of Pakistan.

Knowledge Management (KM) is essential to professional services such as quantity surveying, where the ability to capture, store, and reuse knowledge directly influences project success, decision-making, and organisational learning. However, KM practices in the Nigerian construction industry, particularly among Quantity Surveyors, remain underdeveloped and poorly institutionalised. This study investigates the barriers affecting KM implementation among registered Quantity Surveyors in Kaduna State, Nigeria. A structured questionnaire was administered to 201 professionals, with 120 valid responses (59.70% response rate). The study employed Exploratory Factor Analysis (EFA), mean score ranking, and Cronbach’s alpha reliability testing to analyse the data and uncover underlying patterns. Two principal categories of KM barriers emerged: Knowledge Management Barriers and Cultural and Structural Barriers. The most critical challenges identified include the absence of clear KM metrics, weak knowledge retention strategies, fragmented knowledge repositories, and a lack of leadership commitment to KM. The results show that technical and managerial issues pose greater constraints to KM than cultural or behavioural resistance. These findings highlight the importance of addressing systemic weaknesses to promote sustainable knowledge practices. Theoretically, the study supports the applicability of the SECI model and Knowledge-Based View in emerging market contexts by demonstrating how technical limitations obstruct the externalisation and integration of knowledge. Practically, the study recommends the development of ICTsupported KM platforms, integration of KM key performance indicators into project appraisals, and the implementation of mentorship programmes to retain tacit knowledge. This study provides empirical insights that are valuable for researchers, industry practitioners, and policymakers aiming to institutionalise KM in Nigeria’s professional services sector. It contributes to the limited body of knowledge on KM barriers in sub-Saharan Africa and lays the groundwork for context-specific KM frameworks that can enhance performance, competitiveness, and innovation in the quantity surveying profession.

Knowledge management (KM) is currently an important driver to develop dynamic capabilities for businesses, on behalf of competitiveness. Nonetheless, some critical success factors are hampering KM implementation, such as a lack of a KM strategy, cultural aspects, leadership, and technology. In this paper, we focused on the KM implementation within Small and Medium Enterprises (SMEs) by exploring Participatory Design potential to KM implementation in SMEs, by focusing on information technology as a critical success factor and exploring some organizational culture characteristics that can help in this context. To achieve this goal, we conducted an ethnographic study in the real environment of a consulting firm which is starting its own KM project. Our results show that Participatory Design might be recommended to SMEs’ KM implementation, by taking advantage of already available, but underused technological tools.

PurposeThe purpose of this paper is to show that knowledge management (KM) practitioners usually describe implementation in ideal and positive terms, such as making KM strategy happen, putting ideas into practice or turning embryonic KM strategies into reality. Research has been mainly confined to failures or mistakes in implementation.Design/methodology/approachThis conceptual paper seeks to coalesce some of the scholarly contributions about implementation success and failure, by providing an overview and critical analysis of configurational theory as an alternative approach in research and thinking about KM implementation issues.FindingsThis paper reviews the dominant approaches to KM implementation. It looks at the past academic and business practice literature on KM and calls for a radical change in the way of thinking and studying KM implementation, which incorporates configuration and contextual theories.Originality/valueThis paper provides an understanding of implementation from a holistic perspective, which allows divergent paradigms and perspectives to co‐exist, yet when able to recognise both strengths and limitations of each, it ultimately contributes to a more robust and coherent final analysis of KM implementation.

The purpose of this paper is to present an approach to Knowledge Management (KM) implementation in organisations by understanding the dynamics between the various Knowledge Management Variables (KMVs). Using Interpretive Structural Modelling (ISM), the research presents a hierarchy-based model and the mutual relationships among the KMVs. The research shows that there is a group of KMVs that have a high driving power and low dependence power that require maximum attention and are of strategic importance, while another group consists of those KMVs which have a high dependence power and low driving power. A key finding of this research is that leadership is the main driver for KM implementation.

Rethinking Strategy and Implementation of Knowledge Management from Innovation Perspective: A Lesson Learned from a Multinational Subsidiary in Indonesia

PurposeThe purpose of this paper is to examine the efficacy of knowledge management (KM) based systems and best practices that could be used to address operational issues in the oil and gas sector.Design/methodology/approachGiven little was known empirically about the strategies and practices which contribute to improved performance, innovation and continuous improvement in the oil and gas sector qualitative method was used. Semi-structured interviews were used to derive senior managers’ constructs of project delivery efficiency and KM based systems. The interviews were analysed through the use of a qualitative analysis software package NUDIST NVivoTM. Participants were selected using purposive sampling. Validity and reliability were achieved by first assessing the plausibility in terms of already existing knowledge on some of the operational issues raised by participants.FindingsThese were synthesised into a framework capturing seven well-defined stages. All these steps emerged as being related; they are comprised of independent variables. These steps were found to comprise of knowledge management technology approaches, knowledge management people approaches, KM strategies and value enhancing practices.Research limitations/implicationsAlthough the findings are pertinent to oil and gas organisations, it will be important to conduct follow-up research validating the potential for using the results of this study to establish frameworks for knowledge and information management in different organisations and contexts. This will provide not only data about the validity of the framework in generic terms but will also generate additional data on the application of KM strategy.Practical implicationsAs shown in this study, successful KM based systems requires the aligning of business strategy, technology for KM, project management operations with an enterprise knowledge-sharing culture. Such sharing requires managing the behaviour of project personnel such that knowledge transfer becomes part of the organisation’s norm.Social implicationsThe implementation of KM based systems requires deliberate planning and action to create the conditions for success and put in place the strategy, leadership, goals, process, skills, systems, issue resolution, and structure to direct and exploit the dynamic nature of project work. The strategies proposed in this research cannot be expected to resolve all KM issues in the oil and gas sector. However, their use defines an approach that is superior to the traditional approaches typically adopted and consequently merits far wider application.Originality/valueThe proposed framework presents a better way of optimising the performance of project-based operations thus enabling oil and gas organisations to reform their poor performance on projects and empower them to better manage emerging cultural challenges in their future projects. Reflecting on their experiences, the participants confirmed that the proposed KM framework and its seven well-defined stages were central to the effectiveness of KM in oil and gas operations. Although the scope of this research was restricted to projects in Nigeria and the UK, the geographical focus of this research does not invalidate these results with respect to other countries. The fact is that the oil and gas sector globally shares some common fundamental characteristics.

This study aims to examine the influence of Knowledge Management (KM), Talent Management (TM), and Transformational Leadership (TL) on the performance of higher education institutions in Makassar, Indonesia, emphasizing the role of TL as a mediator between KM and TM and institutional performance. This quantitative study involved 325 lecturers from various universities in Makassar. Data were analyzed using Structural Equation Modeling (SEM) to assess the relationship between KM, TM, TL, and lecturer performance. The results showed that KM and TM have a significant positive influence on performance, both directly and through the mediation of TL. KM positively affects TL, and these two variables, along with TM, contribute significantly to performance improvement. However, the interaction between KM and TL did not show a significant moderating effect on performance, indicating that the direct influence of KM and TM is more dominant in this context. This study confirms the importance of the integration of KM and TM in improving the performance of higher education institutions and demonstrates the strategic role of TL in maximizing the effectiveness of these management strategies. The findings suggest that effective leadership can enhance the implementation of KM and TM, which overall improves organizational performance. The practical implications of this study are highly relevant for policy makers and university administrators in Makassar to develop and implement strategies that integrate effective KM and TM practices, directed by transformational leadership. Further research is recommended to use a longitudinal design to validate the findings and understand the dynamics of this relationship over time.

Knowledge Management Implementation (KMI) can be analysed from three perspectives: Knowledge Management System (KMS) implementation, Knowledge Management Processes (KMPs) implementation and Organisational Outcomes (OO). Quality Function Deployment (QFD), conceived within the scope of quality, represents a method capable of bringing significant contributions to the knowledge field of KMI. The QFD method stands out as a comprehensive approach to improve the quality of products and services, focussing on customer requirements. The literature presents a scarcity of studies that discuss the KMI implementation process, addressing these three perspectives. Furthermore, studies that address QFD in the context of KM are more focussed on the KMS implementation perspective. In this context, this research proposes an innovative approach adopting QFD in order to structure the KMI, encompassing the three perspectives presented (KMS implementation, KMP implementation and OO). In this context, QFD is seen as a method of integrating and operationalising KMI activities. To validate this approach, we applied the case study in an academic support department at a Brazilian public university. As a result, it was possible to verify that the QFD helps in the operationalisation of the KMS and KMP and also improves OO. Still, it was observed that the approach to knowledge management seems to be easy to apply in the academic setting and has produced good results in the service offered in the department where it was applied.

The focus of this study is the implementation of knowledge management, organizational effectiveness, and disruptive which uses a descriptive narrative approach to describe knowledge management as a multi-disciplinary approach. The method used is the descriptive qualitative analytic approach. Data collected through literature studies and fieldwork using interviews, observation and documentation study. The results showed that knowledge management is the organization's activities in managing knowledge as assets in which the various strategies are the proper distribution of knowledge to the right people and in the period of rapid so that they are can be interacting, share knowledge and apply it in their daily work to improve organizational performance. The results of this study are expected in the era of globalization where changes in environmental changes occur very rapidly, the uncertainty of the environment and the level of competition is very high often cause a leader should be able to have a strategy in making organizational decisions, errors in reading the situation and overreact to changes in the dynamically changing environment will fail. The organization will survive forward if managers can make the right decisions and quickly following the development of the internal and external environment.

In the growing competition of company, nowadays, the company not only oriented towards products, but also oriented in the utilization of knowledge and technology. Therefore, an appropriate knowledge management was required so that the organization could compete with other competitors. This study aimed to identify and analyze how individual and organizational culture runs a role in the implementation of knowledge management in organizations. Data processing method used was grounded theory method which consisted of three stages, namely open coding, axial coding and selective coding. The results showed that the culture of collaboration and the skill of individual were main categories that played a role in the implementation of knowledge management in cement Industry. However, in its application, a culture of collaboration and the skill of individual have been linked to a learning culture, a culture of trust and centralization.

SummaryUniversities play a vital role in social progress. Knowledge management (KM) is a kind of process which transforms data into knowledge and knowledge into capital. The aim of this paper is to investigate the use of KM in the field of education of medical sciences in order to help educators and students benefit from the knowledge present in the field of health sciences in a more meaningful and informed way.To achieve the aim of this narrative review, the related Persian and English literature sources were carefully examined; first, the Internet and other data bases were searched for articles containing one or more of the following key words: knowledge, knowledge management, medical science and higher education. Then, the related articles were quickly scanned and useful information was extracted. The selected parts of the text were carefully studied and summarized by two researchers. After gaining a thorough comprehension of the subject, its different dimensions and aspects were described and compared.As a process, the goal of KM in the field of medical sciences is to motivate the creation, sharing, storing and utilization of knowledge. Knowledge creation occurs by continually transforming tacit knowledge into explicit knowledge and vice versa. KM can be implemented in different areas of medical science including clinical practice. Knowledge managements system (KMS) plans are used to provide high quality, high value cost-effective care in medical science. Critical factors that influence the success of the implementation of KM in the field of medical education include culture, leadership and appropriate substructure. KM can be implemented for the development of medical education. KM is a tool which makes education and its practice intellectual, high quality and affordable. Implementation of KM is recommended in the field of medical education for effective health care delivery.