Knowledge Management Obstacles in Australia

This paper presents a discussion of field research by survey of the range of obstacles to the effective implementation of knowledge management strategies in the Australian corporate environment. The paper provides background to the current study, refers to results and to further research possibilities. Previous research in the UK, in Europe, in Australasia and the USA has presented consistent findings of the obstacles to knowledge management implementation strategies. This Australian study reveals external obstacles to knowledge management that have not been found or discussed previously. These obstacles.are outside the immediate control of the organisation itself, in that they are externally derived.

KM Facing Simultaneous Obstacles and Strategic Benefits Realization: A Continuing Conundrum

This research identifies and establishes the most common and persistent obstacles faced by organisations in the development and implementation of knowledge management (KM) strategies, and strategic benefits that are realised. This study discloses a conundrum in the pattern in the maturity level of the KM initiative and simultaneous obstacles faced by the organisation at these maturity levels. This paper provides a background to the study, analysis of survey results, discussion and conclusion. Survey responses indicate both major themes and those that are lesser reported. The most common and ubiquitous challenge an organisation faces in the present time is the widespread lack of understanding of what KM is. Of only slightly lesser importance to that are obstacles within the organisational culture to effective implementation of KM, ‘commitment to cause’ and absence of formalised knowledge processes are major themes. Discussion further sheds light on the strategic benefits realised and attributed to KM. This research study findings may guide in examining theory and practice in the preparation and implementation of knowledge management initiatives

The role of technology in knowledge management: trends in the Australian corporate environment

Previous research in the UK, in Europe and in the USA has shown different understandings of the concept of knowledge management and of the role of technology in implementation strategies. This paper will present discussion of field research by survey of the current business understanding of the concept of knowledge management and of its uptake trends in the Australian corporate environment. This will be done by providing background to the current study, by reference to preliminary results and to further research possibilities

The role of technology in knowledge management trends in the Australian corporate environment

Previous research in the UK, in Europe and in the USA has shown different understandings of the concept of knowledge management and of the role of technology in implementation strategies. This paper will present discussion of field research by survey of the current business understanding of the concept of knowledge management and of its uptake trends in the Australian corporate environment. This will be done by providing background to the current study, by reference to preliminary results and to further research possibilities.<div><br></div><div>Presented at: Australian Conference for Knowledge Management & Intelligent Decision Support; 2001 Dec 10-11; Melbourne, Australia. 11 leaves.</div

Knowledge management governance - a strategic driver

This paper investigates how Knowledge management (KM) governance drives the effective implementation of KM strategy in organizations. To this end, we analysed the survey evidence from 218 organizations from the perspective of KM governance, selection of techniques in the development and implementation of knowledge strategy and its alignment with business strategy. Based on the analysis, we have developed a model of KM governance explaining elements of KM maturity that lead to strategic benefits realization. We reveal the relative importance of the roles of KM authority entities and the vital link between KM governance and corporate governance. These underscore how the KM governance environment supports the effective management of knowledge through strategically aligned, governed, transparent activity

Knowledge management obstacles in Australia

This paper presents a discussion of field research by survey of the range of obstacles to the effective implementation of knowledge management strategies in the Australian corporate environment. The paper provides background to the current study, refers to results and to further research possibilities. Previous research in the UK, in Europe, in Australasia and the USA has presented consistent findings of the obstacles to knowledge management implementation strategies. This Australian study reveals external obstacles to knowledge management that have not been found or discussed previously. These obstacles are outside the immediate control of the organisation itself, in that they are externally derived.<div><br></div><div>Presented at: 10th European Conference on Information Systems; 2002 Jun 6-8; Gdan'sk, Poland. 10 leaves.</div

The role of knowledge management governance in the implementation of strategy

Previous research has examined different understandings of the concept of knowledge management and from this, a multiplicity of approaches to implement strategies have been derived. This paper presents research that examines the role of governance as a framework to ensure the effective delivery of a knowledge management strategy. Knowledge management governance is considered and a conceptual framework developed to appropriately position knowledge management governance within the organization. It draws on the results of research into knowledge management governance practices in a major scientific research facility and those in a confectionary manufacturer. We conclude that the implementation of a knowledge management strategy through such a framework ensures the delivery of anticipated benefits in an authorized and regulated manner