Principles in knowledge management maturity: a South African perspective
Principles in knowledge management maturity: a South African perspective
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DOI：
10.1108/13673271011059518
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发表时间：
2010-07
期刊：
影响因子：
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通讯作者：
C. J. Kruger;Roy D. Johnson
中科院分区：
文献类型：
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作者：
C. J. Kruger;Roy D. Johnson
目的-知识管理（KM）原则、政策和战略的制度化可以概括为多样化、有问题和跨越各种观点。研究表明，关于这些原则如何在组织中制度化的报道很少。本文试图检验这些原则在建立知识管理中所起的作用，并报告了一项在86个南非组织中进行的实证研究。设计/方法/方法——来自南非一所大型城市大学，参与了许多与行业的合作项目，作者在五年的时间里深入了解了行业分组的知识管理成熟度。作者将克鲁格和斯尼曼开发的清单应用于分布在南非九个经济部门的86个组织。共有434名员工接受了三个管理级别（运营、中层和高层）的采访。这是通过178名高级从业人员每组采访3名受试者（每组1名）来实现的。调查结果-调查结果表明，在南非各行业建立知识管理原则和成功实施知识管理有一个明确的趋势。在建立知识管理原则方面得分高于平均水平的行业，在实施知识管理方面得分也高于平均水平。研究结果有力地支持了这样一种观点，即战略制定、度量、政策、内容、过程、技术和文化等因素能够或影响知识管理的能力。原创性/价值——这篇论文与知识管理实践者有关，他们对南非极端多样化的环境中发生的知识管理成熟度有兴趣。
Purpose – The institutionalization of knowledge management (KM) principles, policies and strategies could be summarized as being diverse, problematic and located across the spectrum of views. Studies suggest that very little is reported on how these principles are institutionalized in organizations. This paper seeks to examine the role these principles play in the establishment of KM and report on an empirical study conducted in 86 South African-based organizations. Design/methodology/approach – From a large urban South African University engaged in numerous collaboration programs with industry, the authors gained insight into KM maturity in industry groupings over a five-year period. The authors applied an inventory developed by Kruger and Snyman to a set of 86 organizations distributed over nine economic sectors in South Africa. In total 434 employees were interviewed over three managerial levels (operational, middle, and senior). This was achieved by having 178 senior practitioners to each interview three subjects (one in each group level). Findings – Findings indicate that there is a definite trend towards the establishment of KM principles and the successful implementation of KM across South African industries. Industries achieving higher than average scores in the establishment of KM principles also achieved higher than average scores in the implementation of KM. Findings strongly support the argument that elements such as the formulation of strategy, measurement, policy, content, process, technology and culture enable or influence KM ability to manage knowledge. Originality/value – The paper is of relevance to KM practitioners interested in gaining insight into KM maturity that occurred in the extremely diversified environment of South Africa.