TAILIEUCHUNG - Knowledge Management Implementation Frameworks: A Review

Knowledge management (KM) deals with the management of knowledge-related activities (Wiig, 1997; Civi, 2000) such as creating, organizing, sharing and using knowledge in order to create value for an organization. A more formal definition of KM, given by the American Productivity and Quality Center, is ‘the strategies and processes of identifying, capturing and leveraging knowledge’ (Manasco, 1996). It is an emerging field that has gained considerable attention, predominantly from the industrial community. This is evidenced by the significant number of organizations embarking on various KM programmes in their quest to enhance their competency and organizational performance. Clearly, the question now is no longer whether organizations need KM or not, but rather how they can implement and | Knowledge and Process Management Volume 11 Number 2 pp 93–104 (2004) Published online in Wiley InterScience (). DOI: & Research Article Knowledge Management Implementation Frameworks: A Review Kuan Yew Wong and Elaine Aspinwall* School of Engineering, Mechanical and Manufacturing Engineering, University of Birmingham, UK One reason why many organizations are still struggling with knowledge management (KM) and failing in their endeavours to realize its full potential is that they lack the support of a strong theoretical foundation to guide them in its implementation. A sound KM implementa- tion framework helps to fulfil this need by providing important guiding principles and direc- tions. However, developing such a framework can be a challenging task for managers and practitioners as they may lack the knowledge of what characteristics, elements and constructs should be included in it. Implementation frameworks that do not have the necessary elements in place can paint an incomplete picture of KM and its implementation process, thus providing a suboptimal guidance for conducting KM. This paper reviews the existing KM implementa- tion frameworks presented in the literature in order to determine and propose a set of guide- lines for constructing them. By utilizing these guidelines to develop a KM implementation framework, it is hoped that a stronger theoretical foundation can be constructed, thus facilitat- ing the accomplishment of KM. Copyright # 2004 John Wiley & Sons, Ltd. INTRODUCTION Although the importance of KM has been widely promoted and recognized, it seems that few organi- Knowledge management (KM) deals with the man- zations are truly capable of leveraging and mana- agement of knowledge-related activities (Wiig, ging knowledge in their organizations. According 1997; Civi, 2000) such as creating, organizing, shar- to Storey and Barnett (2000), a significant propor- ing and using knowledge in order to create value tion

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