Employee Participation: Success Factor of Knowledge Management

Abstract

The purpose of this study is to examine one of the success factors of Knowledge Management (KM) implementation. The paper presented an evaluation on one of the success factors of KM implementation, namely employee participation in Mechanical Engineering Division, School of Technology, Tunku Abdul Rahman College (TARC). A qualitative survey was conducted at TARC after the KM implementation in order to examine the significant of employee participation. Data were collected by structured interview. The finding revealed that the employee participation was one of success factors for KM implementation. This study may help the practitioners and academicians to implement KM effectively. The result may inherent some limitations of qualitative survey in term of validity. Therefore, further empirical research is recommended in a form of survey research for the organizations by using multivariate analysis to validate this finding.

The critical success factors’ investigation during knowledge management implementation within SME enterprises: a Participatory Design opportunity

“…The lack of knowledge about KM made other companies’ members more distant and with a lot of doubts and difficulties understanding Squad’s goals and implementation process. Thus, workers’ involvement can also be considered a critical success factor for KM implementation [ 38 ] and stresses how workers can contribute to reaching organizational goals through communication, knowledge sharing and collaboration to problem solving [ 16 ]. Figure 2 exposes contrasting aspects related to each critical success factor observed in Squad and participatory design opportunities based on the literature review.…”

“…Employees’ involvement is considered a critical success factor to KM implementation [ 38 ]. In SMEs, it is especially necessary as knowledge is concentrated in owners and managers.…”

A Survey of Critical Success Factors in Implementing KM in ASEAN Service-Based SMEs

“…Subramaniam researched CSFs in implementing ERPs in Malaysia but did not include KM, Weisner and Poole (2011) surveyed the 'state of play' among SMEs in Australia and related the findings to organizational change. Yip et al, (2012) carried out research into KM implementation in Malaysia but used only one CSF (employee participation) as a measure and did not focus on SMEs. Hing et al, (2013) carried out research into CSFs for KM in Malaysia but focus on KM applications in Total Quality Management (TQM) in organisations.…”

Corporate Memory: A Memory Compaction Apparatus Towards Malaysia’s Prominent Companies Transparent Governance

“…Storey and Kahn emphasized the role of corporate memory in policy making and decision making executions [6]. Research in information systems has placed a heavy emphasis on the role of technology-based memory systems in providing support for problem solving and decision making [7][8][9]. Most of it are conceptual and concentrated on the design principles of a technology-based corporate memory systems.…”