Towards Measuring Knowledge Management Success

Discussions at previous HICSS conferences have shown that there is no general agreement on definitions of knowledge management (KM) and knowledge management systems (KMS) success. A deep understanding of these concepts would help to design and implement efficient KM initiatives and systems. We present an exploratory research study to begin and facilitate a debate that will hopefully lead to a consensus definition of KM and KMS success. We chose an expert panel approach followed by two exploratory surveys to approach the KM and KMS success definition. The research shows only a few points of consensus. We present areas of agreement as well as of disagreement, which serve as a good starting point for further discussions on KM and KMS success

The success of Knowledge Management Systems (KMS) is ensured by the alignment of the technological infrastructure with other architectural elements of the organisation such as organisational forms, Knowledge Management (KM) process, human resource and reward systems. Despite the importance of the architectural alignment and KM, businesses tend to view KM as an information system project and focus on the implementation of KMS. The purpose of this research is to identify the architectural features of KM success organisations. The results of this research help managers to understand the architectural characteristics necessary to ensure KM success.

Taking our own medicine: Applying librarian expertise to improve organizational health through knowledge management

Knowledge management (KM) and Business Intelligence (BI) are topics, which are receiving much currency in the literature of academia and the general media over the past several years. KM, in this paper, is explored from the perspective of the acquisition of business intelligence inside and outside the organization. An attempt is made to discuss how IT (Information Technology), and specifically, synchronous and asynchronous Groupware, may be integrated with KM in a drive towards creating BI. The term 'business intelligence' is being studied with specific relevance to the identification of business opportunities. In seeking to clarify the argument being made here, a model is presented and discussed in terms of the transformation process from KM to BI and the subsequent competitive advantage achieved. The paper also outlines ten principles, which managers may use as a template to help their organizations create a successful KM initiative. These principles focus on those systems which organizations should implement to enable managers/agents to contribute new knowledge during their natural workflow interactions. This is critical to ensure that solutions that are currently in the system can be quickly added once the resolution has been determined. The principles in question range from a definition of KM as a disciple, the process of creating a change management plan, a template for focusing on the organizations' strategic goals, approaches in setting expectations or risk extinction metrics, identification of implementation strategies for integrating KM into existing systems, and initiatives which may be used to educate an organizations' self-service users. We shall finally, discuss how the proposed KM-BI model may be used to assist an organization to become a knowledge-enabled organization.

This study aims to determine the effect of peer/peer knowledge sharing on the success of knowledge management. The influence of leadership support on the success of knowledge management Researched 100 SMEs domiciled in the city of Tangerang as research samples, which were selected using purposive sampling technique. Data collection techniques by distributing questionnaires via google form. The analysis technique uses SEM with the Smart PLS program. The results showed: Sharing knowledge of colleagues on the success of SME knowledge management did not have a significant effect; Leadership support on the success of knowledge management has a significant influence; Leadership support for peer knowledge sharing has a significant effect; The success of knowledge management has a significant influence on innovation performance.

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 research was carried out with aims to develop the company KMS and provide the solution based on the existing situation. This research involved quantitative assessment in measuring Knowledge Management (KM) success and qualitative survey to analyze the company problems by using designed methodologies accompanied by data collection through surveying and interviewing several employees involved in the system development plan. The results of this research were the measurement result of KM success, result of gaps analysis, new knowledge goals at different levels, interdependence business functions in clustered matrix, organizational knowledge mapping, and KMS architecture with several updates in its services.

Many mobile knowledge management (KM) systems have been described in the literature having unique and interesting features, each being inserted into a specific application domain. This fragmentation in the application domain makes it difficult to compare and define a set of core features of mobile KM systems. Analysing and comparing features and strategies of several systems from different application domains makes it possible to identify the core features that form a mobile KM system. Consequently, we may use these core features to define the evaluation and comparison framework of mobile KM systems, regardless of its application domain. The purpose of this work is to define these core features and discuss their importance, through the analysis of six mobile KM systems, highlighting the positive and the negative aspects of the KM processes. The contributions of this work are the framework and the list of core features of mobile KM systems.

Many mobile knowledge management (KM) systems have been described in the literature having unique and interesting features, each being inserted into a specific application domain. This fragmentation in the application domain makes it difficult to compare and define a set of core features of mobile KM systems. Analysing and comparing features and strategies of several systems from different application domains makes it possible to identify the core features that form a mobile KM system. Consequently, we may use these core features to define the evaluation and comparison framework of mobile KM systems, regardless of its application domain. The purpose of this work is to define these core features and discuss their importance, through the analysis of six mobile KM systems, highlighting the positive and the negative aspects of the KM processes. The contributions of this work are the framework and the list of core features of mobile KM systems.

This article discusses system use as a measure of knowledge management success. It is proposed that for knowledge management systems (KMS) it is not the amount of use that is important, but rather the quality of that use and the intention to use the KMS when appropriate. Evidence is provided to support this proposition and a knowledge management system success model incorporating this proposition is discussed. Additionally, findings are provided that show that new users to an organization use the KMS differently than experienced users and implications of this difference are discussed.

Purpose – Knowledge is a main resource of any organization. Knowledge management (KM) is identified by four processes: creating, capturing, distributing and sharing of knowledge. Technology can enable successful KM. The purpose of this paper is to propose a technology knowledge management (TKM) taxonomy, which lists popular electronic tools that can enhance KM processes and shows which tool can contribute to which processes. Design/methodology/approach – The taxonomy was developed by an extensive literature review of electronic KM tools and a three-year extensive analysis of different knowledge sources at the Jeddah Municipality (JM) in Saudi Arabia. Findings – The taxonomy can be used by practitioners developing an organizational KM system to guide them to choose a sufficient subset of tools that covers all four processes in order to ensure that no process is overlooked. Research limitations/implications – The result of using the TKM taxonomy and its effect on KM success is an interesting area for furthe...

This study investigates the factors affecting the perceived usefulness of and the intention to use knowledge management (KM) systems by students. The research model posits that the intention to use KM systems in higher education depends on perceived usefulness, perceived user-friendliness, organizational rewards, and community of practice. A survey method was used to collect the data for the study. We used a convenience sample consisting of undergraduate students enrolled in various business courses in a Canadian University. The data obtained from a sample of 120 students were initially factor analyzed to identify the relevant factors. Separate factor analysis was conducted for each of three types of measures – the independent measures, the intermediate measures, and the dependent measure. In order to test the proposed hypotheses, we employed the method of multiple regression analysis. The findings suggest that organizational rewards and KM system characteristics positively impact perceived usefulness, and that user-friendliness, usefulness, organizational rewards, and community of practice are significant predictors of intention to use KM system. This analysis reveals that business schools need to focus on usefulness and practical relevance of knowledge captured in knowledge management systems. This is in line with the current debate in management education regarding the appropriateness of methods employed to teach business knowledge. Organizational rewards being a significant predictor of intention to use KM systems corroborate the expectancy theory. Therefore, it is important for business schools to communicate on the usefulness of their KM systems but also to encourage its usage through different incentives.

The purpose of this study is to examine the effect of the knowledge management (KM) system on the hospital services performance. The hospital located in DKI Jakarta (Indonesia) that has implemented the KM system as a pilot project is the population of this research. Where the respondents are medical personnel at the hospital. This study analyzes the correlation between the use of KM systems and the performance of hospital services, using independent-samples T-tests and ANOVA tests from SPSS and R Commander programs to prove the hypothesis of the two variables, namely the use of KM systems (capabilities) and hospital services performance. The results of this research have succeeded in proving that there are significant differences between medical personnel who rarely use the KM system and who often use it, with those who often have a greater level of service performance. Thus, it can be concluded that the KM system used by hospital has a positive effect seen in the performance of medical personnel.

Using case-based reasoning (CBR), the authors integrate the techniques of cognitive task analysis (CTA), hierarchical clustering and ontology and propose a Web-based CBR knowledge management (KM) system for investigating the construction of a KM system with multiple information techniques to support KM activity in industry. The maintenance service centres of a computer company are used as an example to illustrate extracting the maintenance knowledge necessary to construct a PC troubleshooting KM system. The effectiveness of applying a Web-based CBR KM system to support KM activities in the KM life cycle is subjected to practical verification.

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.