Success Factors Of Knowledge Management Research Articles

Maturity Assessment of Knowledge Management in the Transition of Organizational Transformation at PT Telkom Indonesia (Persero) Tbk

The telecommunications industry is rapidly and significantly changing due to rising customer demands and digitization. Telecom businesses are exploring new strategies to maintain a competitive advantage. As the biggest telecommunication provider, PT Telkom Indonesia (Persero) Tbk (Telkom) consistently innovates and collaborates to foster a fair digital environment. This drive motivates Telkom to accelerate its transformation and lead Indonesia’s digitalization efforts. During this transformation process, Telkom needs to assess its knowledge management (KM) maturity level. This study will explore Telkom’s KM maturity, highlight gaps, and recommend business solutions. Using a mixed-methods approach, quantitative data were collected from surveys based on the Asian Productivity Organization (APO) framework, while qualitative data were gathered through in-depth interviews. This holistic approach ensures a comprehensive understanding of the key success factors of knowledge management. The research shows that the KM maturity level of Telkom is categorized as the 4th level or refinement level. This level indicates that Telkom’s KM progress aligns with the organization’s vision, mission, objectives, and priorities. However, there is still potential for continuous evaluation and improvement. Based on the data analysis, Telkom can implement several proposed business solutions, informed by 11 key success factors, to enhance the critical programs for organizational transformation.

EVALUATING THE SUCCESS FACTORS FOR KNOWLEDGE MANAGEMENT IN THE FINANCIAL SECTOR: AN AHP- DEMATEL APPROACH

The objective of this article is to identify and understand the success factors of knowledge management within the financial sector. In the ever-evolving business environment, effective knowledge management (KM) is imperative to maintain a competitive advantage. Effective KM within financial institutions can build standardized processes, ensure speedy delivery, and foster better customer relationship management. An integrated approach of the Analytical Hierarchy Process (AHP) and the Decision-Making Trial and Evaluation Laboratory (DEMATEL) methods was used to rank these critical success factors and understand their interrelationships. The findings identify organizational factors (cultural aspects, organizational structure, top management support), technological factors (technological adoption, infrastructure support, collaborative systems), and human resources factors (training & learning, agile workforce, knowledge sharing) as the critical success factors. Technological factors were identified as the most important factors. The article further complements the findings of the AHP by exploring the interrelationships between the identified factors to understand and prioritize possible intervention areas. This research has significant theoretical and practical implications. The findings can help financial institutions implement and manage knowledge management initiatives within the organization. This study also adds to the extant literature and addresses gaps in the research in the context of KM within the financial sector.

Application of SmartPLS in Analyzing Critical Success Factors for Implementing Knowledge Management in the Education Sector

This research explores the critical success factors influencing the implementation of knowledge management in the education sector, employing Structural Equation Modeling (SEM) with SmartPLS as the analytical tool. The study addresses the intricate challenges inherent in knowledge management within educational environments, aiming to provide a nuanced understanding of the factors contributing to successful implementation The conceptual framework identifies key factors, including HRM-Driven Knowledge Sharing, IT Integration in Teaching Practices, Organizational Culture Alignment, Perceived Effectiveness of Teacher Training, and Perceived Top Management Support. The chosen methodology, utilizing SmartPLS, is justified for its suitability in handling challenges associated with small sample sizes and non-normal data distributions. The data analysis reveals the generally robust reliability of constructs but also underscores potential concerns related to discriminant validity among certain variables. The research contributes significantly to the understanding of critical success factors for knowledge management in education. However, the conclusion suggests the need for refinement in the conceptual model to enhance the validity and applicability of the findings. In conclusion, this research offers a comprehensive perspective on the complexities of implementing knowledge management in the education sector. The findings pave the way for potential enhancements to the conceptual model, aiming to elevate the effectiveness of knowledge management practices within educational contexts.

Critical Factors for a Successful Knowledge Management Implementation

Nowadays, knowledge is considered a key resource for organizations, crucial for obtaining long-term sustainable competitive. In line with this principle, many organizations are making efforts toward the implementation of knowledge management (KM) initiatives, recognizing that their competitive foundation lies in the effective way to capture, retain, store and share knowledge. Although companies are increasingly competing based on their ability to effectively manage knowledge, there are still numerous challenges for organizations that intend to implement a KM system. Thus, for a successful implementation of KM in organizations, it is crucial to understand which factors are critical for the effectiveness of KM processes and lead to competitive advantage. Although there are many studies related to critical success factors of KM, few bring together the CSFs in a systematic and extensive manner. This paper aims to have a comprehensive and up-to-date view of the critical factors that lead to the success of KM implementations in organizations. Data was collected from a systematic literature review, using PRISMA flow diagram to summarize it. The critical success factors collected were standardized and categorized into categories and dimensions. In this sense, 25 categories of critical success factors were created and categorized in 4 dimensions: Organization, Technology, Knowledge and KM Capability, and External Influence. The results found suggest that factors related to the organization and people, such as the definition of a clear strategy, the definition of performance measures to evaluate and monitor the strategy, the involvement of top management, or even the organizational culture itself, represent some of the factors that have the most influence on the successful implementation of KM initiatives. With this research, it is expected to contribute from a theoretical perspective to the KM area through the compilation, categorization and classification of a set of critical success factors reported in the literature. From a practical perspective, the results of this study can help any organization, regardless of sector, supporting the preparation and improvement of strategies in this area.

The Relationship Between Knowledge Automation and Employee Creativity

Knowledge automation is the contemporary critical success factor of knowledge management. In this context, the study focuses on the relationship between knowledge automation and employee creativity. The relationship between knowledge automation and employee creativity is analyzed by gathering quantitative data and applying one-way analysis of variance method and calculating correlation between variables. The study is performed on 200 bank managers from the banking sector of Pakistan. Hypotheses are generated after the analysis of data. Results prove the relationship between employee creativity and knowledge automation is linear by applying ANOVA and trend analysis methods.

Globalised Adoption of Knowledge Management in New Product Development: A Conceptual Framework from Project Management Perspective

The growth in new knowledge and technology has substantially increased the complexity of the projects that is strongly influencing the time, cost, and quality of the project management. Due to the volatility of the current market, the effectiveness of knowledge management (KM) could reduce the project uncertainties, project life cycle costs, and risks of new product development (NPD). Since NPD is regarded as the key to innovation due to its strong connection between the knowledge and core competence, the ways how the knowledge will be captured, created, and shared among the project teams is important to remain competitive in today's business and market competition. Hence, the modes of how they are created and shared between the project team members as well as the impact of KM towards NPD will be discussed in this paper. KM are normally created and transferred through the conversion between explicit and tacit knowledge, which can be further applied into the project management. Furthermore, the existing knowledge of the organisation can be evaluated by the actions of decision makers, hence, it is undoubted that a better knowledge can lead to measurable efficiencies in production and product development. The key success factors of KM that have been implemented will be discussed in this paper as well, which help to increase the probability of project success. Keywords: New Product Development; Project Management; Knowledge Management; Globalisation

Learning from external stakeholders: Evidence from two railway projects in Germany

By analysing public infrastructure projects in Germany, especially those concerning stakeholder engagement, we observed ‘learning from external stakeholders’ took place. Projects and stakeholders appeared to benefit from this learning (e.g. by identifying project-relevant information, stakeholder expectations, wishes). The findings of this study reveal that project leadership plays a crucial role in this approach. The purpose of this study is to better understand ‘how to learn from external stakeholders’ by combining stakeholder management and knowledge management. We use critical success factors of knowledge management as indicators of learning. Our contribution is threefold: first, we create a better understanding of learning by identifying critical success factors and applying them to two railway project cases. Second, we show what we have learnt in the cases. Third, we present propositions that contribute to increasing the value of public infrastructure projects by learning from external stakeholders. Lastly, we demonstrate the influence of project leadership.

Identification and prioritization of critical success factors of knowledge management implementation using a novel hybrid group decision-making model

PurposeThe purpose of this study is to identify and prioritize the critical success factors (CSFs) of knowledge management (KM) implementation through a novel hybrid model, namely, Fuzzy Delphi method (FDM), interpretive structural modeling (ISM) and revised Simos, which is one of group decision-making (GDM) approaches.Design/methodology/approachThe CSFs of KM implementation were identified through a systematic literature review. FDM was adopted to determine the CSFs in the Iranian oil industry. Then, a novel hybrid model consisting of ISM and revised Simos techniques were used to classify and prioritize the CSFs.FindingsThe obtained results suggest that there are 13 CSFs of KM implementation. The result of ISM shows that the CSFs of KM implementation were classified into five levels. The result of revised Simos reveals that the “human resources management” obtained the highest priority and “leadership commitment and support” and “intellectual capital” ranked second and third, respectively.Research limitations/implicationsAs this research was performed in the Iranian oil industry, caution should be taken regarding the generalizability of the obtained results.Practical implicationsThe top managers of the surveyed companies could get acquainted with CSFs of KM implementation in their organization and use a GDM technique that has various advantages to solve the relevant problems.Originality/valueThis paper provides a twofold contribution to expand KM and GDM literature and to the best knowledge of the authors, it is a novel hybrid GDM model of its kind.

Developing a Causal Model to Improve Knowledge Management in Knowledge-Based Companies in the Field of Health by Mixed Methods

Background and Objectives: Among the many factors, researchers have pointed to the existence of a wide range of models and tools for knowledge management success, which makes it difficult for companies to choose the right model according to the internal conditions of the company. Given the knowledge of many health businesses, increasing managerial skills will not be possible without considering the success of knowledge management. Accordingly, the purpose of this study was to develop a causal model to improve knowledge management in knowledge-based companies in the field of health by combining themes of analysis methods and structural-interpretive modeling. Material and Methods: The research method is mixed using the qualitative research method of theme analysis, the success factors of knowledge management in knowledge-based companies in the field of health are identified and in the next step, based on confirmatory factor analysis, the results of the qualitative section in the statistical community of knowledge companies The foundations of the field of health have been examined and in the next step, using the interpretive structural modeling method, the causal model of success factors has been developed. Results: The results of the research in the qualitative section show nine main themes including knowledge management strategy, industrial environmental factors, cultural factors, IT infrastructure development, individual factors, organizational factors, Knowledge management incentives, subjective norms and central category (knowledge management). It came with forty-two sub-themes. Also, the results of confirmatory factor analysis indicate the appropriateness of the main themes extracted from the qualitative part. The results of structural-interpretive modeling also showed that knowledge management strategy and environmental and industrial factors are considered as the main factors in the success of knowledge management. Conclusion: The results of this study created a model of knowledge management success and also showed the results of a quantitative part of the exact model's quality.

A DEA-Based Decision Support Framework for Organizations' Performance Evaluation considering TQM and Knowledge Management.

Total quality management (TQM) and knowledge management (KM) play a significant role in improving the situation of the organization and creating and maintaining competitive advantage (CA). Therefore, harmonizing TQM and KM with the organizational goals and performance leads to the organization's greater capabilities. The current paper presents a decision support framework to evaluate the performance of organizations based on the success factors (SFs) of TQM and KM using the BCC model of data envelopment analysis (DEA). The SFs of KM are considered as input and the SFs of TQM are considered as output of the BCC model, and the efficiency scores of five pharmaceutical companies in Esfahan, Iran, are obtained. The results show that, among the aforementioned companies, three companies were recognized as efficient, while two of them were introduced as inefficient companies. Furthermore, in order to provide more recommendations for the managers of these companies, two area charts according to SFs of TQM and KM were drawn, and the results were analyzed and discussed.

A study on the success factors for knowledge management in supply chains of electronics industry

This research aimed to 1) study the success factors for knowledge management through electronics industry supply chains, and 2) study guidelines and recommendations regarding the success factors for knowledge management through electronics industry supply chains. The study employed the quantitative research methodology. The statistical devices used included frequency, percentage and Structure Equation Modeling (SEM). The population and sample group comprised executives of the electronics industry in the electronics and electrical appliances sector in Thailand. The results revealed that the factors regarding the information technology system, leadership support and knowledge management had positive effects on the success of the knowledge management through electronics industry supply chains with the statistical significance (β) of 0.519, 0.621 and 0.448, respectively. However, the factors regarding human resource management affected the success of the knowledge management negatively at the statistical significance of 0.323. As for the effects of variables on the success of the knowledge management, it was found that the factors with the most positive indirect effects (IE) and total effects (TE) were those regarding 1) leadership support (IE = 0.278, TE = 0.278), 2) information technology system (IE = 0.233, TE = 0.233), and 3) knowledge management, which had a positive direct effect (DE) at 0.448 and a total effect (TE) at 0.448. However, the factors regarding human resource management had a negative indirect effect (IE) on the success of the knowledge management at -0.145.

Critical Success Factors of Knowledge Management in Higher Education Institution

Knowledge Management (KM) has become an integral factor for many organizations to achieve their goals. Currently, Higher Education Institutions (HEI), have also joined the practices of KM, to enhance the institution’s quality, boosting the effectiveness, developing human resource, and constructing the knowledge culture within the institution. The aim of this study is to observe the constructed Critical Success Factor (CSF) model affecting the implementation of KM. This study follows Kitchenham’s Systematic Literature Review (SLR) procedures from 15 eligible journal articles obtained through KM related literature. The results, analysis, and discussions are elaborated in the paper.

دور عوامل النجاح الحرجة لأداره المعرفة في تعزيز حقوق ملكية الزبون دراسة استطلاعية في بعض فروع مصرفي الرافدين والشرق الأوسط

The most important goals that the study tried to realize is the role of some Critical Success Factors for Knowledge Management in Reinforcement the dimensions of building Customer Equity in the two researched organizations as well as marking a comparison to the results of the field, between them. The purpose behind that is to recognize the possibilities of each organization, particularly the two dimensions of the study and its capacity to affront the recent and future competition occurring in the market of the bank services. Been developed hypotheses to achieve its objectives were tested by using the tests X2 & H research found a number of conclusions, most notably.1 - There is a significant equivalence between some of the critical success factors for knowledge management in reinforcement the dimensions of building Customer Equity.2. There is significant effect of some the critical success factors for knowledge management in reinforcement the dimensions of building Customer Equity, particularly in the Al-Rafidain Bank

Modelling Critical Success Factors of Knowledge Management in Tehran Project-Based Construction Companies

The most important feature of the 21st Century organizations is the emphasis on knowledge and information. Today's organizations need to acquire, manage, and utilize knowledge and information to improve performance. Therefore, the purpose of this study is to provide a model for critical success factors in knowledge management in Tehran-based project-based construction companies. The statistical population of this research is all managers and staff of construction projects. The number is 150, and according to the Morgan table, 108 people were randomly selected as research sample. The results of factor analysis showed that all of the seven factors analyzed explained 65.16% of the total variance. On the other hand, the results of the Friedman test showed that seven effective factors in the success of knowledge in construction projects include human resource development, knowledge orientation, knowledge assessment and transfer, information system infrastructure, participatory culture, modeling and eventually People conflict and finally a model was designed according to the priority given.

Critical success factors of knowledge management: a review

The purpose of this paper is to explore, compile and analyse the current literature base of critical success factors (CSFs) of knowledge management (KM) using qualitative research approach. After preliminary survey of articles, 72 research papers were identified for detailed review. CSFs were compiled using content analysis methodology and an inductive coding technique. Two iterations of coding were carried out resulting in the identification of nine generic CSFs of KM. The two of the most highly cited CSFs were KM culture and Human Resource Management (HRM). An analysis of the literature was also carried out to bring forth any existing research gaps. The most significant findings were lack of focussed CSF studies with respect to industries and dearth in research regarding various stake holder perspectives. This comprehensive research provides a base for KM researchers to carry out further research.

Provide a framework to determine the key success factors of knowledge management based on ABC analysis: an empirical study in Iranian organisations

Provide a framework to determine the key success factors of knowledge management based on ABC analysis: an empirical study in Iranian organisations

Critical Success Factors of Knowledge Management: A Review

Critical Success Factors of Knowledge Management: A Review

Provide a framework to determine the key success factors of knowledge management based on ABC analysis: an empirical study in Iranian organisations

The main aim of this research is to control and supervise organisational resources to reach to an added value. In such a case, the recognition of critical factors to implement KM successfully might be very important. The current research addresses the major factors in implementing KM based on a variety of literature sources and then compares it with similar factors in an Iranian organisation. To reach to this objective, the ABC analysis has been used in which the variety of factors have been categorised in three groups, The findings of the paper indicate that all key factors derived from literature review remains valid in case of Iranian organisation but the degree of importance for major factors upgrade one level in case of the Iranian organisation. The results also illustrated that the only factor which has lost its importance in compared with the literature review is the 'organisation flexibility'.

CORE REQUIREMENTS OF KNOWLEDGE MANAGEMENT IMPLEMENTATION, INNOVATION AND ORGANIZATIONAL PERFORMANCE

The present study aims to examine the relationship among core requirements of knowledge management implementation, innovation, and organizational performance in the Iraqi mobile telecommunications sector. A questionnaire was conducted on mobile companies based on a proportionate stratified random sampling technique. The results indicated that core requirements of knowledge management implementation had a statistically significant and direct positive effect on innovation. The critical success factors of knowledge management and knowledge management strategies had a statistically significant and direct positive effect on organizational performance. Then the direct relationship of knowledge management processes with organizational performance was positively affected, but it was not statistically significant. The results also indicated that the innovation had a positive and statistically significant effect on organizational performance. More importantly, the results indicate that core requirements of knowledge management implementation had a positive and statistically significant effect on organizational performance through the partial mediating effect of innovation.

Indonesian Government Knowledge Management Model

Knowledge management is a strategic issue that is usually used for strategic planning of organizational development in order to reach organization competitiveness and retaining organization knowledge. It has also become a trend in Governmental institution for implementing knowledge management align with the regulation. Internal employee rotation, promotion mutation and open bidding program among government institution take part of this loosing knowledge. Knowledge management model is set of knowledge process that encourage knowledge management initiative can enhance organizational objectives. Therefore it is needed to determine the suitable knowledge management model for the government, because the necessity of this model to accomplish some issues above. This research conducted a literature review and previous study analysis to build a theoretical model of Indonesian government knowledge management. Classification, categorization and elaboration analysis are used for construct a new theoretical model. Indonesian knowledge management model consists of two stages defining organizational strategy that delivering organizational strategy and knowledge management strategy stages which is consist of five elements, there are organization culture, critical success factor of knowledge management, SWOT analysis, organization KM process and organization knowledge map.