Knowledge Management Maturity Research Articles

Designing an expert fuzzy system to select the appropriate knowledge management strategy in accordance with APO model and Bloodgood KM strategies

PurposeSelection of knowledge management strategies (KMS) is one of the most important and effective factors in acquiring the competitive advantage and elevating the knowledge level of the organizations. Those organizations that have taken steps toward knowledge management necessarily need to pay utmost attention to the matter of KMS before taking any further steps in their activities. One of the effective ways in adopting the proper KMS is evaluating the knowledge management maturity level in the organization. The purpose of this paper is to design an expert fuzzy system to adopt the KMS based on Bloodgood model in accordance with the maturity level of the organization.Design/methodology/approachIn this method, with the help of expert fuzzy system, a model has been designed, by using MATLAB software, to adopt the KMS. The KM maturity level, tacit knowledge and explicit knowledge are chosen as inputs, and each one of Bloodgood’s KMS (production, transfer and protecting the knowledge) are chosen as outputs. To perform the system, the maturity level of knowledge management of an industrial organization that has been evaluated by the standard Asian Productivity Organization questionnaire is used as the input, which has been given to expert fuzzy system. Then, considering the output of the system, KMS for the organization have been recommended.FindingsKnowledge management maturity level of the organization is on Level 4; considering the expert fuzzy system that has been designed, “knowledge production” strategy is recommended for the organization under study.Originality/valueAn expert fuzzy system has been designed regarding the maturity of knowledge management and Bloodgood model that can be used as a guide for organizations and academic people as an appropriate practical model for selecting knowledge management strategies.

Evaluating knowledge management maturity: a case study of a service operations company

Knowledge management (KM) has become an important focus for organisations in the current context. This is more relevant for companies specialised in BPO - business processes outsourcing. The correct understanding of KM practices development stage is essential for practitioners who aim to establish improvement plans in order to achieve higher levels of performance based on KM issues. Maturity evaluation can provide real scenario in terms of development level of KM practices. Taking this into consideration, this study will bring the findings from a case study method applied on a BPO company in Brazil. An improvement plan will be proposed as solution for KM issues identified at the company. Besides providing a guide for practitioners in terms of maturity evaluation, this study also brings an important contribution for KM theory and in specific maturity management.

Evaluating knowledge management maturity: a case study of a service operations company

Evaluating knowledge management maturity: a case study of a service operations company

Strategies of Knowledge Management Implementation for Academic Services Improvement of Indonesian Higher Education

This study aimed to analyse the implementation form and the maturity level of knowledge management (KM) and formulate recommendations of KM implementation strategies for improvement of academic services at universities in Indonesia. The analysis of the KM implementation was conducted at four top universities in Indonesia based on the ranking of the Indonesian Ministry of Research, Technology and Higher Education 2016, viz., ITB, UGM, UI and IPB. Primary data were obtained from the library of ITB, UGM, UI, and IPB and from 510 academicians of IPB, while secondary data was obtained by content analysis. The result showed that the top four universities in Indonesia have had the basic infrastructure for KM implementation; their management have been actively participating in the promotion of KM initiatives by articulating KM strategy and providing budgetary allocations and rewards system. Several pilot projects were undertaken to develop KM application into a higher level. The utilisation of KM application has not been optimal; knowledge sharing has not yet become a culture. The KM maturity implementation in the library of ITB, UGM, UI and IPB is at the third level. The result of the measurement of interoperability maturity level of seven IPB academic service applications just on the average reaches third level and is still in the stage of data integration. The KM implementation strategies that were recommended to improve the academic services at IPB, among other things, the reinforcement of the role of chief knowledge officer, the promotion of knowledge sharing culture with the knowledge repository optimisation, the formation of a community of practices, the development of knowledge portal, the optimisation of e-learning system and the improvement of rewards system.

A propósito de los modelos de madurez de gestión del conocimiento

Este artículo tiene como propósito comparar los 24 Modelos de Madurez de Gestión del Conocimiento (MMGC), encontrados en la literatura académica de acceso abierto en: JSTOR, Emerald, Scopus, Science Direct, Taylor & Francis, Scielo, Google Académico, EBSCO Business Source Premier y Engineering Village, entre los años 2001 y 2016. Los criterios de comparación utilizados correspondieron a los propuestos por Martínez (2015). Se identificó que el MMGC más apropiado para la realización del diagnóstico de madurez de GC es el Modelo general de madurez de GC (G-KMMM) de Teah, Pee & Kankanhalli (2006).

An Examination and Assessment of Knowledge Management Maturity in Karaj Municipality

As organizations gain more knowledge-based processes, they need more realistic and practical programs to manage the organizational knowledge as a strategic resource for future continuous improvements. The main aim of the present study was to assess the status and maturity of knowledge management in Karaj Municipality based on a codified and applied model in order to clarify the role of assessing knowledge management maturity and explain an approach through which knowledge management can be evaluated and improved in a strategic way, and constant improvements can be made in the municipality. With regard to its methodology, the present study was an applied descriptive survey. In so doing, the employees of Karaj Municipality were considered as the statistical population. To determine the sample size, Krejcie and Morgan decision making model was used, and the sample size was determined to be 154 individuals. However, since there was the possibility of incomplete questionnaires, 160 questionnaires were distributed among 160 randomly selected employees. Content validity was used to determine the validity of the questionnaire. In so doing, the questionnaires were reviewed by professors and experts in the field of knowledge management, and the final questionnaire was compiled after necessary modifications were made. In order to examine and assess the variables available in the model, SPSS and Excel were utilized. After the data collected using the questionnaires, interviews, and related documents and checklists vvere analyzed, the maturity assessment combined model for Karaj Municipality was presented in 8 fields in order to lome up with a better view on strengths and weaknesses of Karaj Municipality. At last, strategies to improve knowledge management in Karaj Municipality were presented.

Maturity assessment of knowledge management at PT. Cellular Tbk.: a case study at a telecommunication operator in Indonesia

Managing knowledge integrally as one of the company's asset is now a necessity to be part of the knowledge-based economy in the global industry. PT Cellular Tbk. (Cellular) has been a player of mobile communication service for more than 20 years. Cellular shows business transformation through increased gross revenue from Data services while declining revenues of voice and SMS services happening in most of the Operators. Cellular started implementing knowledge management (KM) in 2006, however, a new initiative was just launched back in 2015 to be in line with the business strategy today. This study discusses the sustainability of KM at Cellular with a review to the previous KM program and suggested an improvement to ensure that new KM initiatives will sustain. The study was conducted by analysing and assessing the level of maturity of KM in cellular with limitation to one of the business strategy regarding product innovation, technology planning and implementation of projects.

Maturity Assessment of Knowledge Management at PT. Cellular Tbk. Case Study at A Telecommunication Operator in Indonesia

Managing knowledge integrally as one of the company's asset is now a necessity to be part of the knowledge-based economy in the global industry. PT Cellular Tbk. (Cellular) has been a player of mobile communication service for more than 20 years. Cellular shows business transformation through increased gross revenue from Data services while declining revenues of voice and SMS services happening in most of the Operators. Cellular started implementing knowledge management (KM) in 2006, however, a new initiative was just launched back in 2015 to be in line with the business strategy today. This study discusses the sustainability of KM at Cellular with a review to the previous KM program and suggested an improvement to ensure that new KM initiatives will sustain. The study was conducted by analysing and assessing the level of maturity of KM in cellular with limitation to one of the business strategy regarding product innovation, technology planning and implementation of projects.

Promoting Knowledge Management Components in the Palestinian Higher Education Institutions - A Comparative Study

This paper aims to measure knowledge management maturity in higher education institutions to determine the impact of knowledge management on high performance. Also the study aims to compare knowledge management maturity between universities and intermediate colleges. This study was applied on five higher education institutions in Gaza strip, Palestine. Asian productivity organization model was applied to measure Knowledge Management Maturity. Second dimension which assess high performance was developed by the authors. The controlled sample was (917). Several statistical tools were used for data analysis and hypotheses testing, including reliability correlation using Cronbach’s alpha, “ANOVA”, Simple Linear Regression and Step Wise Regression. The overall findings of the current study shows that maturity level is in the second level. Findings also support the main hypothesis and it is sub- hypotheses. The most important factors effecting high performance are: Processes, knowledge management leadership, People, knowledge management Outcomes. Furthermore the current study is unique by the virtue of its nature, scope and way of implied investigation, as it is the first comparative study between universities and intermediate colleges in Gaza Strip that explores the status of knowledge management maturity using the Asian productivity Model.

The information system mirror approach and knowledge management maturity assessment

Nowadays, many organizations face the issues of information and communication technology (ICT) management and also issues related to knowledge management (KM). The organization undertakes various activities to assess the state of their ICT and KM. KM is vital for organizational progress and growth. KM is often perceived as an instrument leading to innovation. This paper summarizes the research regarding IS maturity assessment and also KM maturity assessment within different organizations where the authors have delivered either complete IS due diligence or made partial analysis – IS Mirror. The main objective of this research is to present and confirm the approach which could be used for IS maturity assessment and could be provided quickly and remotely. The paper presents results from several case studies and confirms the proposed hypothesis.

Knowledge Management Patterns Model for a Flight Test Environment

This paper investigates how Knowledge Management patterns in a Brazilian Air Force flight test environment can be simulated using a System Dynamics approach. The research has been conducted initially by a literature review on the main Knowledge Management and System Dynamics theories. Data for this research has been collected in a previous study consisted of documental research regarding the flight test environment Knowledge Management and a questionnaire-based survey which identified both a low Knowledge Management maturity level and the flight test core competence as the capability of performing flight test campaigns. The issued problem was the tradeoff between actions focused on performing flight test campaigns versus Knowledge Management to transfer the core competence inside organization in order to keep it in a high level. A system dynamics quantitative model has been developed as a result of this research. Fluxes and stokes were identified within the model and the relation between them emerged by identifying systemic feedback loops that may compromise the Knowledge Management and the core competence transferring. These features enable a holistic visualization and better understanding of the problem as well as the possibilities of identifying ways of improvement.

An application of the knowledge management maturity model: the case of credit unions

The purpose of this study is to investigate the level of knowledge management (KM) maturity of credit unions. The application of a maturity model to 15 credit unions in North America revealed that an overall level of KM maturity is at an early stage of development, but there are signs of future improvement. Credit unions operate in a highly competitive, knowledge-intensive financial industry and experience various pressures to increase their efficiency, which they can achieve through the implementation of KM solutions. Despite the absence of official KM strategies, KM projects were introduced locally in order to fill particular knowledge gaps. The availability of IT infrastructure and the implementation of KM-related technologies alone are insufficient to ensure universal success of organizational KM activities. Credit union managers periodically access and use academic research in their decision making. At the same time, they prefer accessing scholarly knowledge in translated form from books, practitioner magazines, and consultants. It was concluded that organizations competing in the knowledge-intensive sector have an inner need for KM solutions.

Construcción de un modelo de madurez de gestión del conocimiento para una multinacional de alimentos de una economía emergente

The objective of this study was to build and apply a model of knowledge management maturity for a multinational food company from an emerging economy. As for the methodological aspects, a questionnaire was administered to approximately 3,000 employees in fourteen business units of a multinational company. In relation to the results, first, a model with four key areas was structured: strategy, culture, knowledge processes, and technology. Subsequently, it was determined that all key areas were in the managed level. However, further analysis of the variables showed development of the practices associated with the application of knowledge and soft aspects, such as culture and strategy, compared with those that related to knowledge creation and appropriation of information technology.

A theoretical and methodological examination of knowledge management maturity models: a systematic review

A theoretical and methodological examination of knowledge management maturity models: a systematic review

A theoretical and methodological examination of knowledge management maturity models: a systematic review

Two decades ago, researches related to maturity models have grown increasingly. Investigating theoretical basics of maturity models in knowledge management KM field and revealing the gaps in this domain are challenging tasks for researchers. Until today, no studies have been available summarising the theoretical foundations, methods and results of KM maturity models. To gain research objective, systematic literature review was conducted in related studies from valid scientific databases during 2000 to 2014. In this study, in addition to addressing KM paradigms generally, theoretical foundations of KM maturity researches have also been examined. The results show that functionalist is the prominent paradigm while this paradigm has been criticised in many IS researches. Researchers can use the findings as starting point for developing a new KM maturity model. The main research contribution is structuring available literature of KM maturity models to identify their theoretical foundations as well as research gaps via a systematic way.

Knowledge management performance measurement in micro-, small-, and medium-sized enterprises

Knowledge management (KM) is recognized as an important means for attaining competitive advantage and improving organizational performance. The evaluation of KM performance has become increasingly vital, as it provides the direction for organizations to enhance their performance and competitiveness. A survey was carried out to test the applicability of 14 constructs based on knowledge resources, KM processes, and KM factors in measuring the KM performance for small and medium enterprises (SMEs) in Malaysia. This article intends to further explore the effects of company size (micro, small, and medium) and KM maturity on knowledge management performance measurement (KMPM). Two-way analysis of variance results indicate that company size and KM maturity do affect some aspects of KMPM in SMEs.

KNOWLEDGE MANAGEMENT’S ROLE IN ORGANIZATION MATURITY IN PROJECT MANAGEMENT

In this paper, we review knowledge management's role in project management (PM). The authors speculate that knowledge management is an indicator of organizational maturity project management. This is as an organization increases its maturity in PM, it uses both informal and formal channels for knowledge transfers between the firm's actors. The researchers used an online survey and telephone interview process to collect data. The data showed that there was a positive relationship between knowledge management and organization maturity in project management.
 In immature firms, the project manager uses informal learning channels to increase their own tacit project management knowledge. For example, organizations useprojectmanagers’interactions, (internally and externally),unofficialexternaltrainingcourses,andprofessionalorganizationstoincreaseorganizationallearning.As organizational maturityincreases,managersbegintocodifythesechannelsintoformalones thereby creatingexplicit knowledge. They use channels like databaserepositories,manuals,websites,and official internalandexternaltrainingopportunitiesto foster organizational learning. In addition, firms use other artifacts suchas PM guides and manuals to facilitate education and knowledge transfer in an organization’s PM methodology and toolsets.
 The study also sets forth specific recommendations to project managers, organizations, and the Project Management Institute to include knowledge management and organizational learning as indicators of organization maturity in their Organizational Project Management Maturity Model (OPM3©) model.

Avaliação da maturidade em gestão do conhecimento em Organizações Mineiras

Este trabalho tem como objetivo analisar a maturidade em gestão do conhecimento em organizações mineiras. O trabalho foi desenvolvido em empresas de vanguarda localizadas em Minas Gerais. Trata-se de uma pesquisa quantitativa de natureza descritiva. O instrumento de coleta de dados foi dividido em sete seções, que correspondem às sete dimensões do diagnóstico de gestão do conhecimento proposto por Bukowitz e Williams (2002). Como técnica de análise de dados para se comparar, para cada organização, as pontuações das dimensões do conhecimento, e também cada fator do conhecimento entre as instituições, foi utilizada a ANOVA e, para as comparações múltiplas, o teste de Tukey. Os resultados do Diagnóstico de Gestão do Conhecimento nas empresas estudadas apontam que o conhecimento e aprendizagem estão embutidos nos processos e na cultura das organizações, e são considerados parte integrante da estratégia empresarial por elas desenvolvida.

Middle managers, their organization and knowledge sharing: Examination of knowledge sharing maturity

The purpose of this paper is to highlight the role of middle managers in the knowledge sharing process by presenting the results of a survey aiming to reveal the elements of middle managers knowledge sharing maturity and individual and organizational characteristics affecting them. The paper is based on quantitative research. The data were gathered through questionnaires. Based on 400 usable survey responses, the authors applied principal component analysis, decision tree, analysis of variance, and post-hoc test to reveal the elements of middle managers knowledge sharing maturity and the differences individual and organizational characteristics result in them. The study results indicate that middle managers knowledge sharing maturity is measured with four elements and based on individual and organizational characteristics there are differences in certain elements. The originality of the paper is that past research did not investigate middle managers or their knowledge sharing maturity, only focused on the organizational level of knowledge management maturity. The effect of individual and organizational characteristics on knowledge sharing maturity has not been investigated either. This paper focuses on these aspects. The results of the survey could help not only middle managers, but top managers and other employees as well in learning how to foster knowledge sharing.

Knowledge Management Capability Level Assessment of the Higher Education Institutions: Case Study from Mongolia

Main purpose of this study is to conduct an assessment of knowledge management (KM) capability and to determine the current position of the knowledge management maturity of one of the higher education institutions of Mongolia. This study utilizes the Kulkarni and Freeze's (2004) organizational knowldegde capability areas and Knowledge Management Capability Assessment (KMCA) model for the assessment. The findings and context of this study indicates that, as a whole, the university's current knowledge management capability maturity falls on the Level 1 of the KM Maturity. The study shows that both organizational knowdegde capability areas and KMCA model suggested by Kulkarni and Freeze (2004) are applicable to the higher education context.