Enhancing the Colombian Public Sector Performance: A Systemic Knowledge Management Strategy Based on ISO 30401 and the IPMM

Leading knowledge management in a secondary school

Purpose – Based on the knowledge management (KM) perspective, innovation diffusion theory and technology-organization-environment framework, the purpose of this paper is to develop a research model to investigate the influence of technological (information technology (IT) support and IT effectiveness), organizational (top management support, sharing culture, and reward system) and environmental (competitive pressure) contexts on the two-stage KM diffusion (KM adoption and implementation) in small and medium enterprises (SMEs). Design/methodology/approach – Data gathered from 119 SME senior managers (including owner, vice president, and business manager) in Taiwan were employed to test the relationships between the research model constructs using the partial least squares approach. Findings – The results showed that technological, organizational, and environmental factors have different effects on KM adoption and implementation stages. Specially, IT support has the strongest effect on KM adoption stage, while sharing culture has the strongest effect on KM implementation stage. Practical implications – IT support continues to be positively related to the level of KM implementation after adoption. KM diffusion requires managers to invest time and effort to link specific IT support and knowledge-based work activities, since effective IT deployment for KM can help SMEs move toward a knowledge society, which is vital in the contemporary knowledge economy. Originality/value – Theoretically, the findings of this study contribute to empirical research on contextual factors that influence KM diffusion using a broad data set rather than a few isolated SME cases. From the managerial perspective, given the importance of KM diffusion in modern SMEs and also in the future, the findings of this study are designed to enable owner-managers and practitioners to understand how SMEs KM diffusion is influenced by contextual factors, and how the effects may vary across different stages.

PurposeDespite the fact that schools should be places where learning occurs, most schools have overlooked the importance of knowledge. In contrast, commercial firms have recognized knowledge as a strategic intangible asset and a key resource of the enterprises. Therefore, enterprises have already harnessed knowledge to a great extent with wide practice of knowledge management (KM). The purpose of this paper is to show that KM could be applied to the education sector similar to the practice in the business world for leveraging intellectual assets. This paper examines how schools can kick off the process of KM implementation. This paper also reports what have been done and what should be done in KM implementation better in a school. This can give insights for schools which will try KM in near future.Design/methodology/approachThe paper uses a case study in a secondary school to explore how KM can be kicked off and sustained in a school setting. A KM system called knowledge base and a document management system called Digital Archive were developed to serve as the infrastructure for knowledge sharing. Lesson study and communities of practice (CoPs) were adopted to be the platforms for knowledge sharing among teachers in the school. A case study of the processes and lesson learned was done in this paper. Multiple sources of data, including observations, questionnaires and interviews, have been collected for evaluation.FindingsIn this paper, KM implementation was found to be effective through dual approaches: information-based and people-/interaction-based approaches. A knowledge base and a Digital Archive as knowledge repositories and lesson study and CoPs as platforms for knowledge sharing have been successfully established to facilitate sharing information/knowledge and nurturing a sharing culture and trust. Challenges faced and the related coping strategies during the process of implementation were shared and reflected. It was also found that building sharing culture is the critical turning point of the process of KM implementation. Breaking through the barrier of sharing was found to be very essential to KM implementation.Research limitations/implicationsThis paper adopts case study methodology to report the process of KM implementation in a school. Although these results of the study conducted in one school may not be generalized to other school contexts, the lessons learned in the study will be a strong empirical evidence of research of KM implementation, especially in schools. Because of the limited number of prior studies and the importance of the pioneering work of launching KM implementation, this paper tries to address the research gap by using theory building from cases as a research strategy rather than theory testing research, especially in “how”and“why” in the steps of kicking off KM implementation in an unexplored research area.Practical implicationsThis paper shows a case of KM implementation in a school with thoughtful procedures of implementing information-based and people-/interaction-based approaches. The paper is a showcase that will shed light on the processes and lessons learned and also helps to provide a model for schools who are interested in applying KM in their schools.Social implicationsMost people might think that KM can be applied only in commercial sector. This paper shows that KM can also be adopted in schools as well as other sectors.Originality/valueThis paper represents one of the pioneering work of implementing KM in a school. It hopes to make contributions for KM implementation also in the public sector within which are non-profit-making organizations.

PurposeTo date, critical success factors for design and implementing knowledge management (KM) system in a multi‐case study research have not been systematically investigated. Most of existing studies have derived their critical success factors from single company perspectives and have not considered all factors in an integrated way in a multi case study research. This paper is aimed to bridge this gap.Design/methodology/approachA qualitative case study technique has been used in this paper for data collection to gain insights into the topic being investigated. For that, “grounded theory” research approach has been selected by which the collected data from real case studies (successful organizations in KM adoption) are categorized and analyzed through specific stages. The extracted concepts can demonstrate critical success factors of KM system within organizations.FindingsThe overall results from the real case studies were positive, thus reflecting the appropriateness of the proposed critical success factors. Also 16 concepts and a conceptual framework are the other findings of this research that clarify how to design and implement a KM system in an organization. The conceptual framework presents a roadmap for success of KM programs in the organizations.Practical implicationsThe set of critical success factors can act as a list of items for organizations to address when adopting KM. This helps to ensure that the essential issues and factors are covered during design and implementation phase. For academics, it provides a common language for them to discuss and study the factors crucial for the success of KM program in an organization.Originality/valueThis study is probably the first to provide an integrated perspective of critical success factors for implementing KM through a multi case study research. It gives valuable information and guidelines which hopefully will help the leaders to accomplish KM through their organizations in an effective way.

Knowledge is a substantial factor in an organization; therefore, the successful implementation of Knowledge Management (KM) or Knowledge Management System (KMS) is important for many organizations. This applies both for large companies and for companies categorized as Small Medium Enterprise (SME). How each company finds a solution to deal with KM problems, how to adopt KMS in its company structure, and what critical success factors (CSF) must be highlighted to implement those KMS often vary depending on the size of the organization. Regarding this issue, this study aims to find out how the adoption approach and CSF are used in the implementation of KM / KMS in SME. However, this study can also improve the state-of-the-art for KM / KMS implementation in SME and the important CSF in implementing it. In this review of the literature, a systematic review was performed with the steps as follows: (1) structure the research question, (2) define inclusion-exclusion criteria, (3) evaluation of paper quality, and (4) data extraction. The study found that in the last 5 years from the time when this research is conducted, TABLE 1 which is from 2016 to 2021, SME has been using many methods like training, meeting, sharing session, repository, and research as part of their KM / KMS adoption approach. We found also in the last 5 years that the CSF for implementing KM / KMS in SME is as follows: organization structure and flexibility, organization culture towards KM adoption, the quality of the knowledge, and communication within and across areas in the organization. communication within and across areas of the organization, and the team works within and across areas of the organization. SMEs can use this research as a guide to implement KM / KMS in their organization.

PurposeThis paper aims to examine and validate the effect of knowledge management systems (KMS) on innovation.Design/methodology/approachSurvey data from 392 employees working in private and public organizations in the state of Kuwait were collected and used to test the proposed research model and hypotheses through structural equation modeling.FindingsThis study finds that system quality, information quality and service quality of KMS have a positive effect on perceived usefulness and perceived ease of use of the system, and in turn, they have a positive effect on actual use of KMS which leads to net benefit represented in an increased innovation for employees who use the KMS. Employees (users of the system) indicated that the use of the system helped them to improve their work, come up with new ways to conduct work, discover new solutions to solve problems, accomplish more complex tasks in less time and communicate in a better way with other employees.Practical implicationsThe findings of this study analyzed the elements of KMS that influence innovation in public and private organizations at the individual level. This should be helpful for the designers of KMS to focus on those success factor elements when building KMS, which should make it easy for individuals to acquire knowledge, use it, share it and thus become more innovative and successful in the work they do and the decisions they make. The study also shows a positive relationship between usefulness, ease of use and attitude toward using KMS. Developers of KMS should also take these guidelines in consideration when designing a responsive KMS.Originality/valueBoth knowledge and innovation are considered as crucial sources for sustaining the competitive advantage for organizations. However, despite this, knowledge management (KM) and innovation have established themselves as separate fields and distinct areas of research. However, although KM has a strong relationship with innovation, it is unclear if the research literature in these two fields converge. There is a lack of research studies that deal with interrelation of KM and innovation in organizations. This study is among the first to attempt to fill this gap by empirically investigating the effect of KMS on innovation in both private and public organizations in the state of Kuwait.

Purpose–Drawing from knowledge-based view and balanced scorecard approach, this study seeks to develop an integrative model to examine the influence of two knowledge management (KM) strategies, codification KM strategy and personalization KM strategy, on the multi-stage KM evolution (KM adoption, implementation and institutionalization stages), which in turn affects balanced scorecard outcomes (financial performance, internal process performance, customer performance, and growth and learning performance).Design/methodology/approach–Survey data from 244 managers (currently and directly in charge of KM activities) in large Taiwanese firms were collected and used to test the research model using the structural equation modeling (SEM) approach.Findings–The results have revealed that both the codification KM strategy and personalization KM strategy are positive factors for stage-based KM evolution, but their relative importance differs across the three subsamples. Additionally, the results showed that the internal process and customer perspectives play a critical role in measuring performance during the earlier stages of KM evolution, while the financial and learning and growth perspectives emphasize the performance achievements from the latter stages.Practical implications–Since KM implementation is an evolutionary process, using both financial and non-financial measures to assess organizational performance through KM efforts, such as the four balanced scorecard perspectives, can take full advantage of stage-based KM evolution. The results indicate that the time-lag effect is critical to distinguishing different forms of organizational performance.Originality/value–Theoretically, this study aims to provide a research model that is capable of understanding the antecedents and consequences of staged-based KM evolution. From a managerial perspective, the findings of this study provide valuable guidelines to policy-makers and practitioners in accelerating KM evolution and achieving organizational performance.

Knowledge is considered to be an important resource; it is the source of competitive advantage. However, if knowledge is managed well with Knowledge Management (KM), then it becomes a source for sustainable competitive advantage for organizations. If KM is implemented in an organization, it would improve the organizational competitiveness, performance, and productivity, and facilitate the efficient use of resources. Due to intense competition in the global market, many organizations are moving towards the adoption of KM. The healthcare sectors of many developed countries have moved towards the implementation of KM because it can improve the procuring of knowledge from ongoing activities by the effective use of data repositories. Developing countries have now realized the potential and benefits of KM adoption. Pakistan is one of the developing countries that have recently shown an inclination towards the adoption of KM in its healthcare sector to improve performance of its healthcare. This study was composed of two main research phases. Firstly, the enablers of KM were reviewed from earlier studies. Secondly, interpretive structural modeling (ISM) and MICMAC (Cross-Impact Matrix Multiplication Applied to Classification) techniques were used to show the interrelationships between KM enablers and driving and dependence power of each enabler. The application of ISM and MICMAC technique shows that policy incentive, long-term strategic planning, Information Technology (IT), and alignment of KM efforts with business strategy are the main enablers of KM adoption in the healthcare of Pakistan. Focusing on the identified enablers will help in the implementation of KM. Policy incentives can work as a catalyst to promote KM adoption in the healthcare of Pakistan.

The Financial and Development Supervisory Agency (BPKP), a pivotal public sector entity tasked with internal audit functions, recognizes the paramount importance of effectively managing auditors' experience and expertise. This study aims to delineate the Knowledge Management (KM) implementation stages within BPKP, a topic scarcely explored in Indonesian public-sector research. This study uses an abductive approach with a case study method by explaining a series of events over time with theory-based analysis. The results showed that the KM implementation in BPKP was carried out in four stages: preparation at the local level by conducting change management, work culture development, and initial research; implementation at the local level; implementation at the national level with a focus on the development of process, human, and technology aspects; and national development focuses on laying the groundwork for KM culture. There are KM implementation steps carried out by BPKP but not explained in the theory proposition: change management and developing a work culture that supports KM processes, initial research, benchmarking, and KM implementation regulations. BPKP needs to assess the maturity level of KM to determine the focus areas that need to be improved. This study contributes conceptually to KM frameworks tailored for public sector entities.

Marine Geological Institute (MGI) Bandung recognizes that the implementation of Knowledge Management can provide benefits for the achievement of organizational success and sustainability. This study aims to find out how well the implementation of KM is in MGI and measure the significant differences in the implementation of Knowledge Management (KM) based on employee profiles. From the assessment results, the organization can formulate the strategy to improve the implementation of the next KM. This research uses the methods of maturity level model and quantitative descriptive. The focus of this research is the implementation of KM on the important elements of strategy, culture, technology, process, and people. Data were collected by distributing questionnaires to all employees of MGI Bandung. Data were analyzed using the techniques of descriptive statistics and inferential statistics.
 The results of descriptive analysis reveal that the level of KM implementation based on the elements of people, strategy, process, culture and technology are categorized Quantitative Managed. The results also show that based on the characteristics of age, employee grades, working period and education level, there are significant differences in the implementation of KM. Therefore, in implementing KM, the four characteristics of the respondents should be differentiated. The results also have an impact on the development of human capital which refers to the knowledge, competence, experience, and creativity of the workforce as well as their attitudes and motivations.

In the globalisation of business, knowledge management (KM) plays an important role in manufacturing organisation to create, build and maintain competitive advantage through utilisation of knowledge. The performance of KM adoption in manufacturing organisation affected by various influencing factors but it is always difficult for the practitioners to improve all aspects at the same time. The aim of this study is to identify critical knowledge management enablers (KMEs) of KM adoption in manufacturing organisations. This study presents a favourable method combining fuzzy set theory and the decision-making trial and evaluation laboratory (DEMATEL) method to segment the critical enablers for successful KM adoption in manufacturing organisation. The results gathered from the implementation of the fuzzy DEMATEL method are to identify critical enablers of KM adoption in manufacturing organisation through six different clusters. Twenty two highlighted as critical enablers out of total forty six enablers for successful adoption of KM in manufacturing organisation. The decision makers can apply a phased implementation of these KMEs to ensure the effective KM adoption under the constraints of available resources. This proposed method provides a more accurate, effective and systematic decision support tool for identifying KMEs of KM adoption in manufacturing organisation.

This study explores the factors that affect organisational readiness for Knowledge Management (KM). This chapter assesses the organisational readiness for KM at public sector organisations in Bahrain; furthermore, it utilises these findings to develop a guideline to enable the successful adoption and implementation of KM. A questionnaire survey was conducted at the public sector organisations in Bahrain. The research findings indicate that culture (collaboration, trust, and learning), structure (centralisation, formalization, and rewards systems), and IT infrastructure (IT support) all provide a sound basis for organisations to assess their readiness for KM. The results show that the public sector organisations in Bahrain vary in terms of readiness levels against the different variables. The findings are discussed and relevant recommendations are made with regards to KM adoption at the public sector organisations in Bahrain. The findings imply a need for intensified organisational and managerial commitment in order to promote collaboration, trust, learning, decentralisation, less formalisation, reward systems, and enhanced IT support at the public sector organisations in Bahrain. Implementation of these required changes in the public sector’s culture and structure will help in preparing the public sector and their awareness and readiness to implement KM. This study is among the first empirical works assessing organisational readiness for adopting KM. Moreover, this chapter has extended knowledge in KM, especially concerning the need for the consideration of organisational readiness before embracing KM. The most significant contribution of this chapter is that it provides an instrument for assessing organisational readiness. It serves as a guideline for leaders and helps them to ensure that essential preliminary factors and variables are promoted and covered when they start KM implementation within their organisations.

The approaching retirement of experienced petroleum engineers and technical staff, which threatens to result in the loss of a significant quantity of cumulative knowledge and expertise, is one of the major challenges facing the industry. Within the next ten years, it is predicted that approximately 231,000 years of collective knowledge will be on the line. To overcome this difficulty, knowledge management has emerged as a major method. This research investigates the strategies, tools, and processes implemented to successfully capture, organize, and share knowledge across the organization through a thorough analysis of the KM initiatives undertaken by Big Red Company. With a focus on their effective application by national and international oil companies in Indonesia, it also examines the results and impacts of these KM practices on the company's performance and competitiveness in both local and global contexts. Considering these circumstances, the company needs to improve the knowledge management system for managing knowledge, which is through the implementation of a Knowledge Management (KM) system. In doing this, the research is based on two research questions. The first is how is the current Knowledge Management maturity level in the Big Red Company Operation Division, specifically in the Testing and Subsea, and the second is What is the knowledge management implementation plan that can be suggested related to the proposed knowledge management process after knowing the maturity level of knowledge management in Big Red Company. These two research questions will be answered using theories related to knowledge, knowledge management, and two knowledge management frameworks, namely APO Knowledge Management Framework and Socialization, Externalization, Combination, Internalization (SECI). Because a qualitative method is used in this research, data is collected through interviews and observations, which are then analysed using thematic analysis. The results of data collection show that there are several issues related to the APO KM Framework and SECI frameworks. These issues range from the limited in the Testing and Subsea division, which is in Operation Division, the lack of knowledge sharing processes within and between teams, the lack of proper knowledge transfer, difficulty in accessing knowledge and information due to manual access, and others. Through the utilization of APO KM Framework and SECI frameworks, the author was able to design a knowledge management system by formulating several tools, for example, Coaching, Training, Knowledge café, Lesson-learned documents, K-based exit interview, and e-learning. With a total of 12 (thirteen) knowledge management tools or techniques, the company now has the ability to identify the knowledge needed, capture the knowledge, store the knowledge, share the knowledge, and effectively utilize knowledge and information which can improve the organization’s performance, enhance decision-making processes, and foster innovation and collaboration, thereby gaining a competitive advantage in the lifting equipment industry which ultimately contributes greatly to the growth of the company. For the knowledge management system implementation process, it will be divided into 5 (five) stages: Preparation, Identification, Development, Implementation and Evaluation to ensure that the knowledge management system is implemented effectively, its impact can be measured, and areas for improvement can be identified to make necessary changes. Implementation will begin in January of 2024, and there will be a dedicated Person In Charge (PIC) for all knowledge management initiatives to monitor the progress and ensure the sustainability of this system.

Rationale of Study – This article presents the findings of a study on the knowledge management (KM) implementation strategy for two mobile telecommunications (MT) companies in Namibia.Methodology – The case study used a mixed-methods approach via convergent parallel design. This permitted the concurrent gathering of quantitative and qualitative data for the study. The study used simple random sampling via probability sampling to identify 309 respondents. An online survey distributed 329 questionnaires, and 200 were received with a 60.79% response rate. A purposive sampling technique was employed for the qualitative phase; 11 participants were interviewed out of the planned 20.Findings – The study found that neither KM implementation strategies nor a department or section dedicated to organisational KM exist, necessitating a KM implementation strategy for KMS for effective KM practices in two MT companies in Namibia. The study also identified potential barriers to KMS, such as the complexity of employee attitudes, the dearth of use of specific KMS, and the organisational KM corporate work culture.Implications – This study's findings could expand academicians', KM researchers', and organisations' understanding of the importance of organisational KM implementation strategy for KMS to be effective and efficient in MT companies in Namibia.Originality – This study is the first on KM implementation strategies for KMS to influence knowledge management practices in Namibia.

Knowledge management (KM) adoption is crucial to integrating sustainable development within the healthcare sector. Different barriers, enablers, and drivers affect KM adoption. Identifying these barriers, enablers, and drivers and their role in KM adoption is the core of successful KM adoption. However, there is scarcity of studies applying quantitative models and combing barriers, enablers and drivers to check their effect on KM adoption, especially form a developing country’s perspective such as Pakistan. Therefore, this study explores the role of barriers, enablers and drivers on KM adoption in Pakistan. Healthcare professionals participated in the data collection process, and results were analyzed using structural equation modeling. The findings described that: (1) organizational and strategic barriers have significant negative association with KM adoption; (2) government related enablers have significant positive association with KM adoption; (3) healthcare related drivers, and performance-based drivers have significant positive association with KM adoption. This study concludes that government intervention to promote KM adoption is necessary especially in developing countries. These findings will be helpful for the healthcare professionals and policy makers to promote KM adoption in healthcare sector. Current study contributes to the healthcare literature and body of knowledge by providing the empirical evidence of checking the quantitative effect of barriers, enablers and drivers on KM adoption.