A Framework for Successful Knowledge Management Implementation

This paper examines how an organization can use information technologies, in the form of a knowledge management system (KMS), to leverage the knowledge base of the firm. This paper proposes that one aspect of knowledge management is the capture and integration of intellectual capital, residing in a firm’s employees, through the expansion of social capital, residing at the level of the firm. Based on this proposition, the success of a knowledge management system can be measured. A model of KMS Success is developed drawing from literature in the fields of information systems and strategic management. This model proposes that there are three main components to determine KMS success: system quality, knowledge quality, and organizational environment. A theory is presented that predicts if the technology and the knowledge fit the needs of the users, and if there is proper alignment of the organizational environment, the result will be high system usage. KMS success, a measure of the increase in the firm’s social capital, can be determined by examining system usage

A Conceptual Framework for Knowledge Management Implementation in Organizations

This study aimed to identify the processes associated with knowledge management implementation and develop a framework with different stages that combines these processes to guide the initiative for implementing knowledge management in organizations. The study was approached from a theoretical perspective. The study contributes to the knowledge management literature by developing a conceptual framework of knowledge management. A comprehensive review was conducted of recent progress and the rapidly growing number of published studies on knowledge management implementation. The review revealed ten critical processes that should be considered to ensure successful knowledge management initiatives. Based on that, a framework for knowledge management implementation is proposed. Specifically, the processes associated with implementing knowledge management are logically distributed among the PDCA framework promulgated and reflecting the four domains of the Plan–Do–Check–Act, which has consistently shown the capability to encompass all processes of effective knowledge management implementation. The framework can be used as a reference for implementing knowledge management initiatives in organizations. Finally, this study emphasizes that continuous process methods are significant in implementing knowledge management initiatives. By placing knowledge management implementation processes in the PDCA cycle, task-based knowledge can be better recognized and understood

Who are the crew members on implementation of knowledge management strategies to enhance innovation and improve organizational performance

The purpose of present study is to determine the role of mid-level managers in implementation of knowledge management strategies toward enhancing innovation and improving organizational performance.To address this issue, an intensive literature review was used.There is only one way to survive, stability, and growth for the contemporary organizations.Successful implementation of knowledge management strategies will enable innovation sustainability and organizational performance improvement. Therefore, the organizations must choose the best way to implement knowledge management strategies. However, there has been a lack of an integrated implementation framework for knowledge management strategies. The present study finds that midlevel managers could play a critical role in insuring the successful implementation of knowledge management strategies.As a result, present study proposed theoretical framework that explained how the mid-level managers influence in the implementation of knowledge management strategies. Additionally, how the successful implementation of knowledge management strategies lead to enhance innovation and improve organizational performance

Who are the Crew Members on Implementation of Knowledge Management Strategies to Enhance Innovation and Improve Organizational Performance

The purpose of present study is to determine the role of mid-level managers in implementation of knowledge management strategies toward enhancing innovation and improving organizational performance. To address this issue, an intensive literature review was used. There is only one way to survive, stability, and growth for the contemporary organizations. Successful implementation of knowledge management strategies will enable innovation sustainability and organizational performance improvement. Therefore, the organizations must choose the best way to implement knowledge management strategies. However, there has been a lack of an integrated implementation framework for knowledge management strategies. The present study finds that mid-level managers could play a critical role in insuring the successful implementation of knowledge management strategies. As a result, present study proposed theoretical framework that explained how the mid-level managers influence in the implementation of knowledge management strategies. Additionally, how the successful implementation of knowledge management strategies lead to enhance innovation and improve organizational performance. Keywords Mid-level managers' role, knowledge management strategies, innovation, and organizational performance

The Value Creation Cycle: Moving Towards a Framework for Knowledge Management Implementation

Researchers have emphasized on the need for advances in knowledge management (KM) research to better understand how organizations accrue benefits from their knowledge resources. Thus, an integrated approach, rooted in the theoretical streams of knowledge-based view, KM and institutional theory, is proposed to explain how a successful KM program creates value. The approach discusses four organizational capabilities that firms need to develop simultaneously to create KM-enabled value, and identifies possible organizational actions to develop these capabilities. Various feedback and feed-forward processes, originating inside as well as outside the firm, integrate these capabilities into a KM-enabled value creation cycle (VCC). Key propositions were developed, and were examined with the help of three case studies

Climate risks in West Africa: Bobo-Dioulasso local actors’ participatory risks management framework

The paper focuses on the role of multilevel governance in climate change adaptation and risk management, and draws out lessons from the implementation of the UN Habitat Cities and Climate Change Initiatives (CCCI) in Bobo-Dioulasso, Burkina Faso. It describes the process for the formulation of a participatory risk management framework for local actors drawing from empirical investigations undertaken in Bobo-Dioulasso. The paper argues that adaptation needs to be mainstreamed and implemented at local level and to include risk management. Moreover, regulatory capacity of public authorities and balance of power and resources play a major role in this process. After presenting the specific knowledge on climate and environmental challenges and CCCI implementation in Bobo-Dioulasso, the paper describes challenges and opportunities in the implementation of the participatory risk and management framewor

Critical Success Factors for the Implementation of Knowledge Management in Small and Medium Enterprises – Malaysia and Pakistan Perspective

Knowledge management is playing a vital role for the success of organizations as it is important to all type of businesses irrespective of their nature and size. Knowledge management has proved its significance at all levels including the individual, organization and country level. In the early days, knowledge management was not considered as much important for SMEs as it was for large organizations. Nevertheless, this misunderstanding has changed and this is the main reason why this research was conducted focusing on knowledge management implementation in SMEs. This research is the authentication of previous studies done over the years by different researchers and is therefore strengthening the previous work through some modifications to suit the SME environment. This research was conducted on SMEs of Malaysia and Pakistan. Thirty SMEs were approached from each country and were selected using simple random sampling technique. Fourteen CSFs which are important for KM implementation were analyzed and their priority was also checked using the values of ‘R’, R-square. Based on those CSFs, a framework was recommended for knowledge management implementation in SMEs. Validity of framework was analyzed by using hypothesis testing through linear regression technique using SPSS and the results showed that data gathered was reliable. Personally administered questionnaire method was used as research instrument with the top management as the target audience. Reliability of data was checked by using Cronbach alpha value. Besides checking the significance of 14 CSFs and proposing a framework for knowledge management implementation, research also analyzed the level of IT implementation in SMEs of Malaysia and Pakistan, years using knowledge management, future of knowledge management, reasons for not implementing knowledge management, benefits received from knowledge management implementation and type of applications used by SMEs of Malaysia and Pakistan. These findings showed that Pakistan has advantage over Malaysia in terms of IT and KM implementation. Impact of knowledge management implementation on financial and non-financial (daily) performance is also among the findings of this research and the results showed that financial and non-financial performance improves after implementation of KM. This research provides a way forward for other researchers, authors and practitioners to further explore the implementation of knowledge management in SMEs by focusing on issues like developing knowledge friendly culture, availability of financial resources and commitment of top management

A framework for developing engineering design ontologies within the aerospace industry

This paper presents a framework for developing engineering design ontologies within the aerospace industry. The aim of this approach is to strengthen the modularity and reuse of engineering design ontologies to support knowledge management initiatives within the aerospace industry. Successful development and effective utilisation of engineering ontologies strongly depends on the method/framework used to develop them. Ensuring modularity in ontology design is essential for engineering design activities due to the complexity of knowledge that is required to be brought together to support the product design decision-making process. The proposed approach adopts best practices from previous ontology development methods, but focuses on encouraging modular architectural ontology design. The framework is comprised of three phases namely: (1) Ontology design and development; (2) Ontology validation and (3) Implementation of ontology structure. A qualitative research methodology is employed which is composed of four phases. The first phase defines the capture of knowledge required for the framework development, followed by the ontology framework development, iterative refinement of engineering ontologies and ontology validation through case studies and experts’ opinion. The ontology-based framework is applied in the combustor and casing aerospace engineering domain. The modular ontologies developed as a result of applying the framework and are used in a case study to restructure and improve the accessibility of information on a product design information-sharing platform. Additionally, domain experts within the aerospace industry validated the strengths, benefits and limitations of the framework. Due to the modular nature of the developed ontologies, they were also employed to support other project initiatives within the case study company such as role-based computing (RBC), IT modernisation activity and knowledge management implementation across the sponsoring organisation. The major benefit of this approach is in the reduction of man-hours required for maintaining engineering design ontologies. Furthermore, this approach strengthens reuse of ontology knowledge and encourages modularity in the design and development of engineering ontologies

The Integrated Knowledge Space - the Foundation for Enhancing the Effectiveness of the University’s Innovative Activity

The paper examines the implementation of Integrated Knowledge Space as an effective method for knowledge management in a global university network which will integrate all interested parties of the educational space: the faculty, scholars and business people within the framework of distributed departments on the basis of Information Centre of Disciplines (ICD). ICD enables higher education institutions to accumulate and make on-line renewal of knowledge for teaching and learning processes and for enhancing innovation potential. ICD facilitates the development of human and relational capital of integrated and interconnected educational, research and business communities.Intellectual capital, Knowledge Management, Knowledge Park, Integrated Knowledge Space, Information Centre of Disciplines