Critical Success Factors for Knowledge Management Studies in Construction

2006 ◽  
Author(s):  
Yu-Cheng Lin ◽  
Lee-Kuo Lin
Keyword(s):  
Knowledge Management ◽  
Critical Success Factors ◽  
Success Factors ◽  
Critical Success

scholarly journals ADOPTION OF KNOWLEDGE MANAGEMENT IN PAKISTAN: AN INVESTIGATION OF CRITICAL SUCCESS FACTORS

2021 ◽  
Vol 12 (1) ◽  
pp. 159-169
Author(s):  
Qamar Ali ◽  
Sami Ullah Bajwa ◽  
Khaliq Ur Rehman
Keyword(s):  
Developing Countries ◽  
Knowledge Management ◽  
Critical Success Factors ◽  
Success Factors ◽  
Banking Sector ◽  
Global Networks ◽  
Priority List ◽  
Organizational Infrastructure ◽  
Critical Success ◽  
Detailed List

Although, knowledge has been recognized as a key business asset, firms are still in the infancy stages of comprehending the practical implications of knowledge management. Developing countries are widely believed to be falling far behind in competitiveness and socio-economic development, due to their inability to develop capacities to enable themselves to take part in the emerging global networks of knowledge creation. There is a dire need for a more organized and purposeful study, on critical success factors for knowledge management adoption in developing countries like Pakistan. However, no research, so far, has been conducted to empirically investigate a detailed list of CSFs for KM adoption in Pakistan. This paper evaluates and disseminates the findings of a self-administered survey to investigate the critical success factors for the implementation of KM in banking sector of Pakistan. A survey questionnaire having 11 factors, consisting 66 items is adopted in this study, which is statistically tested for its validity as well as reliability. Data are collected from banking officials. The level of importance, as well as the ranking list of the critical success factors for KM adoption is statistically examined. This paper provides a priority list of CSFs—figured out in order of their importance—for KM adoption in the banking sector of Pakistan. Human resource management, motivational aids, and processes and activities are found to be the most important, while measurement and organizational infrastructure are found to be the least important factors, perceived by the bankers.

Critical Success Factors and Outcomes of Market Knowledge Management

2010 ◽  
Vol 6 (3) ◽  
pp. 1-21 ◽  
Author(s):  
Subramanian Sivaramakrishnan ◽  
Marjorie Delbaere ◽  
David Zhang ◽  
Edward Bruning
Keyword(s):  
Knowledge Management ◽  
Business Performance ◽  
Critical Success Factors ◽  
Success Factors ◽  
Future Research ◽  
Effective Management ◽  
Market Knowledge ◽  
Information Technology Adoption ◽  
Critical Success ◽  
Using Data

In this paper, the authors examine critical success factors and outcomes of market knowledge management, which is the management of knowledge pertaining to a firm’s customers, competitors, and suppliers. Using data collected from 307 managers in 105 businesses across Canada, the authors show that a firm’s extent of information technology adoption, its analytical capabilities, and market orientation are critical success factors for the firm’s market knowledge management. An important outcome of market knowledge management is the organization’s financial performance, mediated by customer satisfaction and customer loyalty. Results of this study indicate that superior business performance depends not only on the effective management of knowledge, but also on what type of knowledge is managed. Finally, implications of results and avenues for future research are discussed.

Evaluating Critical Success Factors Model of Knowledge Management

2015 ◽  
Vol 11 (3) ◽  
pp. 17-36 ◽  
Author(s):  
Mohammadbashir Sedighi ◽  
Sander van Splunter ◽  
Fardad Zand ◽  
Frances Brazier
Keyword(s):  
Knowledge Management ◽  
Environmental Factors ◽  
Corporate Culture ◽  
Critical Success Factors ◽  
Success Factors ◽  
Critical Issue ◽  
Energy Sector ◽  
World Knowledge ◽  
Business World ◽  
Critical Success

Knowledge management is a critical issue in today's business world. Knowledge is considered to be one of the most strategic resources of a firm and sources of competitive advantage. This paper identifies and ranks Critical Success Factors (CSFs) for implementation of knowledge management in the Iranian Energy Sector. Using the Analytic hierarchy process (AHP) method the relative quantitative weights of 8 of the major CSFs for implementation of knowledge management are identified, based on analyses with KM designers in the Iranian energy sector. The outcomes of the research designate that the critical success factors in the order of importance are: corporate culture, human and financial resources, strategy and leadership, structures and procedures, meso environmental factors, knowledge management process, macro environmental factors, technology and infrastructure.

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