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.

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Purpose -This paper seeks to develop a model for risk management of knowledge loss in a project-based organization in Iran. Design/methodology/approach -This study uses a multi-stage research approach. In the first stage, existing practices are examined to develop a model for risk management of knowledge loss. In the second stage, the model is evaluated by testing it in a case study. The methods integrated as the foundations of the Integrated KM and RM model are: the PMBOK risk management (RM) approach, the Fraunhofer IPK knowledge management (KM) model, and the TVA knowledge risk assessment framework. Findings -The analytical approach includes a six-step integrated model that manages the risk of critical knowledge in the case study. The results show that, after a year of implementing the model, the job positions facing knowledge loss were reduced by 88 percent.Research limitations/implications -The integrated KM and RM model can be used to assist the planning, establishment and evaluation of knowledge loss in projects. This helps to ensure that key issues regarding knowledge loss are covered during the planning and implementation phases of project management. Originality/value -This study provides an integrated perspective of KM in project-based organizations. It offers valuable guidelines that can help decision makers consider key issues during a risk assessment of knowledge factors in project management. Outputs of this model can prepare an extensive assessment report about the risk of knowledge loss in a project-based organization with suggestions for preservation plans to mitigate its effects.

Purpose -The main objective of this paper is to investigate the role of information technology (IT) in business process reengineering (BPR) and their interdependency in the organization, and also to provide a framework for facilitating BPR efforts through IT tools for leading the organization towards knowledge-based organization. Design/methodology/approach -Based on review of recent literature, this is a conceptual paper that examines current perspectives of BPR regarding IT and provides a general framework for the study of BPR and IT. Findings -Provides a conceptual framework that clarifies the interdependency between IT and BPR and also presents the major IT functions in different areas in the organization during the change program.Research limitations/implications -Suggests further research studies in case-based studies implementations and analysis Practical implications -Provides a very helpful guideline for practitioners in implementing IT tools for change programs. They can also understand to take into account both the emergent nature of change itself and the role of IT in BPR efforts through this paper. Meanwhile organization development researchers, knowledge management practitioners, IT consultants and change leaders may benefit this paper very much. Originality/value -The paper may be of value to researchers in the change management field and to practitioners involved with BPR and IT. This study further opens up new lines of research and highlights implications for process redesign considering IT necessities, including issues associated with leading adoption of change program through IT tools. The paper also provides a synthesis and analysis of the viewpoints as reflected in the literature on various dimensions of BPR efforts and IT.

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PurposeThe purpose of this paper is to explore the contextual dimensions of organizations for finding the interactions between of these dimensions and knowledge management (KM) and to identify the critical success factors, drivers and constraints, relevant to the implementation of KM in the Tehran business environment. The most research of KM merely pays attention to its relation with dimensions of the organizations especially contextual dimensions.Design/methodology/approachA new exploration based on research experiences of the KM is formalized as an extension of the model by Daft. The present article reports the empirical findings of a survey conducted among managers and experts in Tehran. In this survey we give them a questionnaire that contains some questions related to the mentioned dimensions and asked about relations of them and KM critical success factors for better implementation based on factor analysis. The questionnaire reflects insights gained from a mix of individual choice models developed by various researchers and Delphi technique.FindingsThis research finds seven critical success factors, Collaboration and knowledge workers, Technology Deployment, Learning Culture, Flat Structures, Supply Chain Integration, Comprehensive strategies and Flexible Organizations, which related to the conceptual Dimensions of organizations and also drivers and constraints of KM implementation.Research limitations/implicationsThis framework reflects the interactions between contextual dimensions and KM. It may need further research to be used for structural dimensions of the organizations.Originality/valueUsing this research, organizations interested in implementing KM may be familiar with the impacts of KM implementation and contextual dimensions on each other for achieving the desirable outcomes.