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......
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Knowledge Management Implementation Frameworks: A Review Knowledge and Process Management Volume 11 Number 2 pp 93–104 (2004) Published online in Wiley InterScience (www.interscience.wiley.com). DOI: 10.1002/kpm.193 & 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 of KM initiatives will fail. This is because for an organization. A more formal definition of implementing KM is not a piecemeal and easy KM, given by the American Productivity and Qual- task that organizations can undertake. It involves ity Center, is ‘the strategies and processes of identi- the support of a technological infrastructure, a fying, capturing and leveraging knowledge’ change in organizational culture and the manage- (Manasco, 1996). It is an emerging field that has ment of different types of knowledge. Organiza- gained considerable attention, predominantly from tions that have jumped on the bandwagon to the industrial community. This is evidenced by the implement it may fail in their efforts if they do significant number of organizations embarking on not know how and where to start and lack the gui- various KM programmes in their quest to enhance dance of a proper and cohesive implementation their competency and organizational performance. framework. Clearly, the question now is no longer whether Implementing KM remains a challenging task for organizations need KM or not, but rather how organizations and as Drucker (1993), the father of they can implement and subsequently manage it. modern management theory, has asserted, one of the most important challenges facing organizations in a contemporary society is to build systematic *Correspondence to: Elaine Aspinwall, School of Engineering, practices for managing knowledge. Therefore, it is Mechanical and Manufacturing Engineering, University of Birmingham, Edgbaston, Birmingham, B15 2TT, UK. appropriate that a sound implementation frame- E-mail: E.Aspinwall@bham.ac.uk work be developed to guide organizations before Copyright # 2004 John Wiley & Sons, Ltd. RESEARCH ARTICLE Knowledge and Process Management the actual implementation takes place to ensure the and ad hoc manner without defining it (Jarrar, success of their KM endeavours. The issue here is 2002; Mentzas, 2001; Gore and Gore, 1999). They to provide directions on constructing a KM imple- have developed KM frameworks but no mention mentation framework and to reveal what key ele- has been made regarding their meaning. In order ments should be included in it. By simply to fully appreciate what is meant by a framework constructing such a framework or adapting it and to avoid confusion, a clear definition is needed. from the literature, and blindly following it without The Oxford English Dictionary (2003) defines a fra- having the proper elements in place, may hamper mework as ‘a structure composed of parts framed an organization’s effort to successfully implement together, esp. one designed for enclosing or sup- KM. In addition, it is important that a ‘KM imple- porting anything; a frame or skeleton’. According mentation framework’ be viewed differently from to Popper (1994), a framework is a set of basic a ‘KM framework’. The former should suggest a assumptions or fundamental principles of intellec- way forward to implementing KM, whereas the lat- tual origin that forms the underlying basis for ter might not be centred on this. ...