Assessing Knowledge Management Success

2011 ◽  
pp. 2850-2865
Author(s):  
Murray E. Jennex ◽  
Lorne Olfman
Keyword(s):  
Knowledge Management ◽  
Management System ◽  
Success Factors ◽  
Theoretical Foundation ◽  
Knowledge Management System ◽  
Model Fits

This article proposes a framework for assessing knowledge management system (KMS) success models. The framework uses three criteria: how well the model fits actual KMS success factors, the degree to which the model has a theoretical foundation, and if the model can be used for both types of KMSs. The framework is then applied to four KMS success models found in the literature and is determined to be a useful framework for assessing KMS success models.

Knowledge Management Success Factors and Models

2011 ◽  
pp. 190-210
Author(s):  
Murray E. Jennex ◽  
Lorne Olfman
Keyword(s):  
Knowledge Management ◽  
Management System ◽  
Success Factors ◽  
Theoretical Foundation ◽  
Knowledge Management System ◽  
Model Fits

This chapter surveys knowledge management (KM) and knowledge management system (KMS) success factors and models. It also provides a framework for assessing KM and KMS success models. The framework uses three criteria: how well the model fits actual KMS success factors, the degree to which the model has a theoretical foundation, and if the model can be used for both types of KMS. The framework then is applied to four KMS success models found in the literature and is determined to be a useful framework for assessing KMS success models.

scholarly journals Implementasi Knowledge Management System Pada Bank Tabungan Negara di Provinsi Sumatera Selatan

2019 ◽  
Vol 10 (2) ◽  
Author(s):  
Fery Antony
Keyword(s):  
Knowledge Management ◽  
Management System ◽  
Success Factors ◽  
Business Processes ◽  
Reference Model ◽  
Core Competencies ◽  
Organizational Factors ◽  
Knowledge Management System ◽  
Savings Bank ◽  
Banking Institutions

<p align="center"><strong>ABSTRACT</strong></p><p><em>This study discusses the Implementation of Knowledge Management System (KMS) at the National Savings Bank (BTN) in South Sumatra, as a government bank. Given the role of banks in the economy and the extraordinary level of competition. This research is expected to be a reference in implementing KMS in banking.</em><em> </em><em>Banks need KMS to run business processes in the application of expertise in organizations, because KMS is able to improve the bank's core competencies. KMS acts as a liaison in the knowledge provider to broaden and deepen knowledge, contribute to overcoming competition between banks in raising funds to create forms of innovative product services provided to the public.</em><em> </em><em>This research is to identify the implementation of KMS in the organization, so it can be seen the success factors of KMS in banking institutions. Data collected by questionnaire, then made a research model. The survey results revealed that the KMS model suitable for use as a reference model for KMS implementation in BTN South Sumatra was influenced by factors, namely KM; organizational factors measurement objectives / specific strategies and leadership support, information technology and service innovation to consumers.</em></p><p><strong><em>Keywords</em></strong><strong><em> </em></strong><strong><em>:</em></strong><strong><em> </em></strong><em>Implementation KMS, KMS on Banking, KMS Success Factors</em></p><p align="center"><strong>ABSTRAK</strong></p><p><em>Penelitian ini membahas Implementasi Knowledge Management System (KMS) di Bank Tabungan Negara (BTN) di Sumatera Selatan, sebagai Bank pemerintah. Mengingat peran bank dalam perekonomian dan tingkat persaingan yang luar biasa. Penelitian ini diharapkan dapat menjadi referensi dalam mengimplementasikan KMS di perbankan.</em><em> </em><em>Bank membutuhkan KMS untuk menjalankan proses bisnis dalam penerapan keahlian dalam organisasi, karena KMS mampu meningkatkan kompetensi inti bank. KMS bertindak sebagai penghubung dalam penyedia pengetahuan untuk memperluas dan memperdalam pengetahuan, berkontribusi untuk mengatasi persaingan antara bank dalam mengumpulkan dana untuk menciptakan bentuk-bentuk layanan produk inovatif yang disediakan untuk publik.</em><em> </em><em>Penelitian ini untuk mengidentifikasi implementasi KMS dalam organisasi, sehingga dapat dilihat faktor keberhasilan KMS di lembaga perbankan. Data yang dikumpulkan dengan kuesioner, kemudian dibuat model penelitian. Hasil survei mengungkapkan model KMS yang cocok untuk digunakan sebagai model referensi implementasi KMS di BTN Sumatera Selatan dipengaruhi oleh faktor-faktor, yaitu KM; faktor organisasi tujuan pengukuran / strategi tertentu dan dukungan kepemimpinan, teknologi informasi dan inovasi layanan kepada konsumen</em><em>.</em></p><strong><em>Kata kunci : </em></strong><em>Implementasi KMS, KMS di Perbankan, Faktor Keberhasilan KMS</em>

Knowledge Management System Success Factors

2011 ◽  
pp. 436-441 ◽  
Author(s):  
Murray E. Jennex
Keyword(s):  
Knowledge Management ◽  
Management System ◽  
Success Factors ◽  
Knowledge Management System ◽  
Knowledge Use ◽  
System Success

What does it take to build a successful knowledge management system (KMS)? Knowing the essential success factors is useful as it provides researchers and practitioners with the basic requirements for building a successful KMS. Also, if we take a Churchman (1979) view of systems, it can be argued that determining KMS success factors will also help us determine KM initiative success factors as Churchman found it difficult to separate the system from the process requiring the system. However, what is KM or KMS success? The literature does not provide a consensus on this, although two concepts of success can be identified. The first considers KM or KMS a success if knowledge use through the initiative or system improves the organization’s ability to compete. The second considers KM or KMS a success if the KM processes implemented through the KMS (discussed later) are implemented effectively. Both success concepts imply that the KMS has to be used. Therefore, KM and KMS success factors are those factors that encourage or help users to use the KMS to effectively perform KM functions.

A Theoretical Model and Framework for Understanding Knowledge Management System Implementation

2011 ◽  
pp. 204-225 ◽  
Author(s):  
Tom Butler
Keyword(s):  
Knowledge Management ◽  
Theoretical Model ◽  
Field Study ◽  
Management System ◽  
Success Factors ◽  
A Priori ◽  
Knowledge Management System ◽  
Theory Building ◽  
Critical Success ◽  
Relevant Topic

The study’s objective is to arrive at a theoretical model and framework to guide research into the implementation of KMS, while also seeking to inform practice. In order to achieve this, the chapter applies the critical success factors (CSF) method in a field study of successful KMS implementations across 12 large multinational organisations operating in a range of sectors. The chapter first generates a ‘collective set’ of CSFs from extant research to construct an a priori model and framework: this is then empirically validated and extended using the field study findings to arrive at a ‘collective set’ of CSFs for all 12 organisations. These are then employed to refine and extend the theoretical model using insights from the literature on capability theory. It is hoped that the model and framework will aid theory building and future empirical research on this highly important and relevant topic.

Guidelines for Selecting Appropriate Knowledge Management System Implementation Frameworks

2020 ◽  
Vol 16 (4) ◽  
pp. 81-108
Author(s):  
George Maramba ◽  
Hanlie Smuts
Keyword(s):  
Knowledge Management ◽  
Management System ◽  
Success Factors ◽  
Business Processes ◽  
Knowledge Management System ◽  
Management Systems ◽  
Successful Implementation ◽  
Knowledge Management Systems ◽  
Implementation Framework ◽  
Modern Business

The preservation of knowledge is a universal requirement for every organisation that strives to gain a competitive advantage. Knowledge management systems are a modern business enabler and driver of success. Furthermore, the implementation of knowledge management systems is a comprehensive process which integrates people, business processes, the business universe, technology, and customers. However, some evidence suggests that organisations are investing a multiplicity of resources in implementing knowledge management systems with little success. Therefore, the aim of this study is to identify and understand the types of frameworks available for implementing knowledge management systems and present a comprehensive implementation framework including the relevant critical success factors and measurement tools that organisations may use for implementing knowledge management system projects. The successful implementation of knowledge management systems lie in the adoption of a suitable strategy and well-defined framework.

Knowledge Management System Success Factors

2011 ◽  
pp. 284-290 ◽  
Author(s):  
Murray E. Jennex
Keyword(s):  
Knowledge Management ◽  
Management System ◽  
Success Factors ◽  
Knowledge Management System ◽  
Knowledge Use ◽  
System Success

What does it take to build a successful knowledge management system (KMS)? Knowing the essential success factors is useful as it provides researchers and practitioners with the basic requirements for building a successful KMS. Also, if we take a Churchman (1979) view of systems, it can be argued that determining KMS success factors will also help us determine KM initiative success factors as Churchman found it difficult to separate the system from the process requiring the system. However, what is KM or KMS success? The literature does not provide a consensus on this, although two concepts of success can be identified. The first considers KM or KMS a success if knowledge use through the initiative or system improves the organization’s ability to compete. The second considers KM or KMS a success if the KM processes implemented through the KMS (discussed later) are implemented effectively. Both success concepts imply that the KMS has to be used. Therefore, KM and KMS success factors are those factors that encourage or help users to use the KMS to effectively perform KM functions.

Knowledge Management System Success Factors

2011 ◽  
pp. 772-778 ◽  
Author(s):  
Murray E. Jennex
Keyword(s):  
Knowledge Management ◽  
Management System ◽  
Success Factors ◽  
Knowledge Management System ◽  
Knowledge Use ◽  
System Success

What does it take to build a successful knowledge management system (KMS)? Knowing the essential success factors is useful as it provides researchers and practitioners with the basic requirements for building a successful KMS. Also, if we take a Churchman (1979) view of systems, it can be argued that determining KMS success factors will also help us determine KM initiative success factors as Churchman found it difficult to separate the system from the process requiring the system. However, what is KM or KMS success? The literature does not provide a consensus on this, although two concepts of success can be identified. The first considers KM or KMS a success if knowledge use through the initiative or system improves the organization’s ability to compete. The second considers KM or KMS a success if the KM processes implemented through the KMS (discussed later) are implemented effectively. Both success concepts imply that the KMS has to be used. Therefore, KM and KMS success factors are those factors that encourage or help users to use the KMS to effectively perform KM functions.

A Theoretical Model and Framework for Understanding Knowledge Management System Implementation

2008 ◽  
pp. 2178-2199
Author(s):  
Tom Butler ◽  
Ciara Heavin ◽  
Finbarr O’Donovan
Keyword(s):  
Knowledge Management ◽  
Theoretical Model ◽  
Field Study ◽  
Management System ◽  
Success Factors ◽  
A Priori ◽  
Knowledge Management System ◽  
Theory Building ◽  
Critical Success ◽  
Relevant Topic

The study’s objective is to arrive at a theoretical model and framework to guide research into the implementation of KMS, while also seeking to inform practice. In order to achieve this, the paper applies the critical success factors (CSF) method in a field study of successful KMS implementations across 12 large multinational organisations operating in a range of sectors. The paper first generates a ‘collective set’ of CSFs from extant research to construct an a priori model and framework: this is then empirically validated and extended using the field study findings to arrive at a ‘collective set’ of CSFs for all 12 organisations. These are then employed to refine and extend the theoretical model using insights from the literature on capability theory. It is hoped that the model and framework will aid theory building and future empirical research on this highly important and relevant topic.

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