An Integrative Knowledge Management Framework to Support ERP Implementation for Improved Management Decision Making in Industry

Abstract

Abstract. Knowledge Management (KM) has been identified as one of the key success factors for Enterprise Resource Planning (ERP) implementation and has received considerable academic attention in the last decade, whilst continuously gaining interest from industry. KM for ERP implementation is, however, a challenging task because of the complexity of ERP packages used in various industrial contexts. If implemented successfully, ERP systems will improve management decision making by providing more accurate, timely and integrated enterprise wide information. This study proposes an integrative KM competence (IKMC) framework that can provide holistic consideration of different types of knowledge across its life cycle phases. The framework has been tested with companies in service industry which have implemented standard ERP packages. The key findings indicate how to advance KM competence by knowledge creation, transfer, retention and application. In addition, the study informs practitioners about the most important knowledge types (ERP package and business process knowledge) and how, why and with what to create, transfer, retain and re-use knowledge during an ERP implementation to achieve project success.

Empirical evidence of an integrative knowledge competence framework for ERP systems implementation in UK industries

“…ERP package knowledge and business process knowledge. The organisational cultural and project management knowledge have not been formally managed through the use of KM lifecycle phases according to empirical evidences (Jayawickrama et al, 2013). It is also evident from Appendix 3 that organisational cultural knowledge and project management knowledge have not been identified as aggregate dimensions in column five.…”

“…The complexity of ERP system packages provided off-the-shelf, along with the huge number of stakeholders involved in ERP systems implementation, create high levels of uncertainty and risk that can result in ERP failure (Wong et al, 2005). One of the main reasons for ERP failure is the lack of sufficient support from knowledge management (KM) approaches throughout the ERP project lifecycle (Jayawickrama et al, 2013). Sedera and Gable (2010) identified the importance of KM in order to achieve enterprise system success.…”

Where can Knowledge-Based Decision Support Systems Go in Contemporary Business Management — A New Architecture for the Future

“…The framework recommends that knowledge management should look at the whole knowledge life cycle together with the types of knowledge and multiple levels of knowledge, as illustrated in Fig. 7 [26]. The knowledge lifecycle includes four stages: knowledge creation, knowledge retention, knowledge transfer and knowledge application.…”

An ERP Knowledge Transfer Framework for Strategic Decisions in Knowledge Management in Organizations

“…ERP package knowledge and business process knowledge. The organizational cultural and project management knowledge have not been formally managed through the use of KM lifecycle phases [30].…”

“…ERP package knowledge and business process knowledge. The organizational cultural and project management knowledge have not been formally managed through the use of KM lifecycle phases [30].The empirical findings will be discussed under four k-layers in order to easily understand the integration of knowledge transfer with various knowledge components and elements in the EKT framework. Moreover, Table I provides an overall picture of the ideas that will be discussed under the four sub-topics below.…”