Organizational Readiness Assessment for Knowledge Management

2010 ◽  
pp. 279-295 ◽  
Author(s):  
Kaveh Mohammadi ◽  
Amir Khanlari ◽  
Babak Sohrabi
Keyword(s):  
Knowledge Management ◽  
Success Factors ◽  
Organizational Readiness ◽  
Management Process ◽  
Readiness Assessment ◽  
Related Factors ◽  
Critical Success ◽  
Current State ◽  
Literature Reviews ◽  
Harmful Effects

Implementing knowledge management or knowledge-sharing projects in an organization require significant organizational prerequisites. Lacking proper infrastructures and prerequisite, not only make the knowledge management process unprofitable, but might incur harmful effects as well. To decrease such risks, it is proposed to introduce the readiness assessment, in order to gauge a company’s appetite for the work involved in implementing the knowledge management. In this research, critical success factors have been extracted from literature reviews and surveyed through a questionnaire, distributed among 130 knowledge management experts. Then, to validate the measurement of the multi-item constructs, exploratory factor analysis (EFA) was used. Identifying effective variables and their grouping onto related factors, the second questionnaire was employed for readiness assessment of an IT firm working in Iran and its results were presented with Radar diagrams. Finally, promoting propositions were provided based on the firm’s current state.

Organizational Readiness Assessment for Knowledge Management

2011 ◽  
pp. 1712-1728
Author(s):  
Kaveh Mohammadi ◽  
Amir Khanlari ◽  
Babak Sohrabi
Keyword(s):  
Knowledge Management ◽  
Success Factors ◽  
Organizational Readiness ◽  
Management Process ◽  
Readiness Assessment ◽  
Related Factors ◽  
Critical Success ◽  
Current State ◽  
Literature Reviews ◽  
Harmful Effects

Implementing knowledge management or knowledge-sharing projects in an organization require significant organizational prerequisites. Lacking proper infrastructures and prerequisite, not only make the knowledge management process unprofitable, but might incur harmful effects as well. To decrease such risks, it is proposed to introduce the readiness assessment, in order to gauge a company’s appetite for the work involved in implementing the knowledge management. In this research, critical success factors have been extracted from literature reviews and surveyed through a questionnaire, distributed among 130 knowledge management experts. Then, to validate the measurement of the multi-item constructs, exploratory factor analysis (EFA) was used. Identifying effective variables and their grouping onto related factors, the second questionnaire was employed for readiness assessment of an IT firm working in Iran and its results were presented with Radar diagrams. Finally, promoting propositions were provided based on the firm’s current state.

A Comprehensive Model for Assessing the Organizational Readiness of Knowledge Management

2011 ◽  
pp. 30-48
Author(s):  
Babak Sohrabi ◽  
Iman Raeesi ◽  
Amir Khanlari ◽  
Sakineh Forouzandeh
Keyword(s):  
Knowledge Management ◽  
Success Factors ◽  
Current Status ◽  
Readiness Assessment ◽  
Related Factors ◽  
Competitive Edge ◽  
Critical Success ◽  
Literature Reviews ◽  
Strategic Goals ◽  
Harmful Effects

Nowadays, the key to an organization’s success is the ability to assess its readiness to create and improve the processes underlying its strategy. Realizing the fact that knowledge plays important roles in attaining competitive edge and strategic goals, managers give much emphasis on Knowledge Management (KM). However, implementing knowledge management or knowledge-sharing projects in an organization require significant organizational prerequisites. Lacking proper infrastructures and prerequisites, not only make the knowledge management process unprofitable, but also it might incur harmful effects as well. To decrease such risks, it is proposed to introduce the readiness assessment, in order to gauge a company’s appetite for the work involved in implementing the knowledge management. In this research, critical success factors have been extracted from comprehensive literature reviews and they have been surveyed through a questionnaire, distributed among 130 knowledge management experts. Then, to validate the measurement of the multi-item constructs, Exploratory Factor Analysis (EFA) was used. Identifying effective variables and their grouping into related factors, the second questionnaire was employed for readiness assessment of an IT firm working in Iran. The final results were presented with Radar diagrams. Finally, promoting propositions were provided based on the firm’s current status.

scholarly journals Pengukuran Kesiapan Penerapan Knowledge Management di Institusi Pendidikan Tinggi

2021 ◽  
Vol 3 (2) ◽  
pp. 87-96
Author(s):  
Siti Safitra Ibrahim ◽  
Isna Mobulango ◽  
Yazni Yazni ◽  
Muhammad Rifai Katili
Keyword(s):  
Knowledge Management ◽  
Critical Success Factors ◽  
Success Factors ◽  
Organizational Readiness ◽  
Quantitative Approach ◽  
Survey Method ◽  
Critical Success ◽  
Readiness Level

Penerapan Knowledge Management (KM) di suatu organisasi pada dasarnya merupakan satu strategi dalam rangka pencapaian visi dan misi organisasi. Namun, penerapan KM pada suatu organisasi tidak selalu berjalan dengan mudah dan sukses. Satu faktor yang berpotensi menjadi alasan kegagalan penerapan KM adalah belum ada kesiapan organisasi baik dari aspek manusia, proses, dan teknologi. Penelitian ini bertujuan untuk mengukur tingkat kesiapan penerapan KM di Universitas Ichsan (Unisan) Gorontalo. Untuk mencapai tujuan penelitian digunakan metode survei dengan pendekatan kuantitatif. Adapun model kesiapan yang digunakan mengacu pada model KM Readiness yang bertumpu pada indikator Knowledge Management Critical Success Factors (KMCSF) sebagai faktor enabler KM dan skala Rao untuk menginterpretasi level kesiapan penerapan KM di organisasi. Hasil penelitian menunjukkan bahwa tingkat kesiapan KM (KM Readiness) Unisan telah berada pada level 4, yang berarti organisasi mendapat predikat Receptive. Hal ini menunjukkan bahwa Unisan berada pada level siap dan matang untuk menerapkan KM dalam mencapai visi dan misi organisasi. The implementation of Knowledge Management (KM) in an organization is a strategy for achieving the vision and mission of the organization. However, such implementation does not always work successfully because of, for instance, a lack of organizational readiness pertaining to the human, the process, and the technological aspects. This study, therefore, aims to measure the level of readiness for the implementation of KM at Universitas Ichsan (Unisan) Gorontalo. To achieve the research objectives, a survey method with a quantitative approach was used. The readiness model used refers to the KM Readiness model, which relies on the Knowledge Management Critical Success Factors (KMCSF) indicator as a KM enabler factor and the Rao scale to interpret the level of readiness for KM implementation in the organization. The results showed that Unisan’s KM readiness level was at level 4, which means the organization received a Receptive attribute. This shows that Unisan is well-prepared for implementing the KM in order to achieve the organization’s vision and mission.

scholarly journals Critical Success Factors and Knowledge Management Process in Indian Nationalised Bank

2019 ◽  
Vol 8 (12) ◽  
pp. 4642-4649
Keyword(s):  
Knowledge Management ◽  
Structural Equation ◽  
Critical Success Factors ◽  
Success Factors ◽  
Success Factor ◽  
Management Process ◽  
Critical Success Factor ◽  
Management Culture ◽  
Critical Success ◽  
The Impact

Knowledge management is now becoming the driving force for the success of any business. This paper presents the framework for understanding the critical success factor that impact the execution of knowledge management in a bank. We had entered the era where future will depend on the creation, acquisition, integration and application of knowledge at right time to innovate and take competitive edge. Knowledge can be used as asset, resource or strategy. The motivation of this study is to identify the impact of critical success factors on knowledge management process in Indian nationalised banks. The construct identified as critical success factors such as information technologies, leadership in knowledge management, knowledge management culture, and measurement of knowledge management were tested using structural equation model. 236 response were collected from the respondent employed in Indian nationalised bank in Gorakhpur with the help of questionnaire as a data gathering instrument. The finding of the study reveals that all the critical success factors used in the proposed model significantly influence the knowledge management process. Leadership in knowledge management is identified as most important predictor among the critical success factor.

Knowledge Management

2014 ◽  
pp. 127-156
Author(s):  
Hesham Magd ◽  
Mark McCoy
Keyword(s):  
Knowledge Management ◽  
Middle East ◽  
Organizational Performance ◽  
Success Factors ◽  
Management Process ◽  
The Core ◽  
Critical Success ◽  
Management Processes ◽  
Core Concepts ◽  
Knowledge Management Processes

This chapter gives an introduction to the core concepts behind knowledge management as well as the reasons behind the increasing emphasis that has been placed on the knowledge management process as a source of competitive advantage, innovation, and organizational performance. Some of the key influences on knowledge management processes are also examined such as culture and the roles of management before being examined in the context of KM initiatives in the Middle East. The critical success factors relating to the implementation of knowledge management processes are then outlined before a framework for implementation that takes into account the unique features of organizations in the Middle East is discussed.

Mobilizing B2B Electronic Marketplace: An Exploratory Study of Critical Success Factors among Indian Start-ups

2021 ◽  
pp. 097215092110056
Author(s):  
Kanupriya Sethi ◽  
Baidyanath Biswas ◽  
Krishna Chandra Balodi
Keyword(s):  
Exploratory Study ◽  
Success Factors ◽  
Electronic Marketplace ◽  
Strategic Choices ◽  
Related Factors ◽  
Developed Economies ◽  
Critical Success ◽  
Platform Architecture ◽  
Start Ups

Adoption of an electronic marketplace (EM) business model for business-to-business (B2B) transactions has increased over the years. In part, this evolution and adoption of B2B EMs can be explained by the Internet-enabled disintermediation of the existing value chains of businesses, followed by cybermediation. This study aims to understand the platform architecture design and governance-related factors and strategic choices that influence the success of B2B EM start-ups. We draw from the literature on the ‘Temple Framework’ and the classification of B2B EMs by transaction content, structure, and governance to identify these critical factors. Given that the literature is primarily based in the context of developed economies, the factors and choices identified from the review are empirically validated using three case studies in the Indian B2B context. Thus, this exploratory study aims to help founder managers of emerging-economy B2B EMs by providing a checklist to avoid common pitfalls.

Knowledge management

2014 ◽  
Vol 14 (1) ◽  
pp. 108-134 ◽  
Author(s):  
Morteza Shokri-Ghasabeh ◽  
Nicholas Chileshe
Keyword(s):  
Knowledge Management ◽  
Success Factors ◽  
Research Study ◽  
South Australia ◽  
Lessons Learned ◽  
Extensive Literature ◽  
Management Support ◽  
Content Type ◽  
Critical Success ◽  
Methodological Triangulation

Purpose – A research study has been undertaken at the University of South Australia to introduce application of lessons learned process in construction contractors ' bidding process in the context of knowledge management. The study aims to identify barriers to effectively capture lessons learned in Australian construction industry and how knowledge management can benefit from lessons learned application. Design/methodology/approach – The research study has been undertaken through conducting a “methodological triangulation” and “interdisciplinary triangulation”. This involved an extensive literature review of knowledge management, organisation learning, lessons learned and associated processes and administration of a questionnaire to a sample of construction contractors operating in Australia to elicit opinions on the main barriers to capturing lessons learned, practices such as existence and retention of documentation procedures. A total of 81 useable responses were received from 450 organisations. Response data were subjected to descriptive and inferential statistics with correlation analysis to examine the strength of relationship among the barriers. Findings – The top-3 barriers to the effective capturing of lessons learned were “lack of employee time”, “lack of resources” and “lack of clear guidelines”, whereas, “lack of management support” was the least ranked barrier. The study established that despite the majority of the ACCs having formal procedures for recording the tenders submitted and their outcomes, only a minority actually retained the lessons learned documentation for each project. The larger contractors were found to be more aware of the importance of lessons learned documentation. A comparative analysis with previous studies also found a disparity in the ranking of the barriers. Research limitations/implications – The majority of the participants were small construction contractors in Australia. The reason is that the researchers were not aware of the contractors ' size prior to inviting them for participation in the research study. Second the findings may not generalize to other industries or to organisations operating in other countries. Originality/value – The findings of this survey help ACCs to understand the importance of lessons learned documentation as part of lessons learned implementation and identify the barriers to effectively document their lessons learned. The study provides insights on the barriers and proposes advocated solutions in form of drivers and enablers (critical success factors) of organisational learning capturing among the Australian construction contractors. By reviewing the current literature, “post-project reviews” and “lessons learned” as important elements of organisation learning knowledge transfer, are addressed. Finally, contribution of this study to knowledge and practice has been discussed in this paper.

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