Knowledge Management Enablers and Knowledge Management Implementation

Razi, Mohamed Jalaldeen Mohamed; Karim, Nor Shahriza Abdul; Mohamed, Norshidah

doi:10.1109/acsat.2012.58

Cited by 4 publications

(9 citation statements)

References 18 publications

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“…In the same line, it was indicated that employees' willingness to participate in KM process leads to a successful implementation. This literature review showed that only one study (Razi et al, 2013) pointed to the existence of a difference in employees' intention to be involved in KM process related to gender. Whereas other studies showed that there were no differences related to gender (Almansoori, 2011;Alajmi, 2011;Albarashdi, 2012;Jawharah, 2014).…”

Section: Discussionmentioning

confidence: 92%

Readiness of Public and Private Sector Organizations for Knowledge Management: A Literature Review

Al-Mahruqi¹,

Bouazza²,

Al-Suqri³

2020

J. arts soc. sci.

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This paper reviews the growing literature on organizational readiness for knowledge management (KM) in both public and private sectors. It is based on literature published during the period 1997-2016. Only original research papers have been included in this literature review. The thematic structure has been adopted. In the beginning, significance of knowledge as well as the significance and definition of KM will be clarified. Afterwards, the underlying problems and methodological issues raised in the literature will be discussed. The paper also reviews the relationship between organizational readiness and organizational and human contributing factors. Finally, significant differences in employees’ attitudes and willingness to be involved in the KM process according to different demographic variables will be examined. Research shows that it is essential to assess organizational readiness before embarking on KM projects. In addition, research indicates that both organizational factors, namely, culture, structure, and information technology (IT) infrastructure, and human factors, namely, acceptance of KM and willingness to participate in the KM process influence, organizational readiness for KM. This study is useful for researchers and practitioners to understand current trends and problems and methodological issues. This paper identifies trends, problems and methodological issues. A mixed-approach investigation consisting of both quantitative and qualitative methods is recommended to provide a comprehensive understanding of the contributing factors influencing organizational readiness for KM.

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Section: Discussionmentioning

confidence: 92%

Readiness of Public and Private Sector Organizations for Knowledge Management: A Literature Review

Al-Mahruqi¹,

Bouazza²,

Al-Suqri³

2020

J. arts soc. sci.

View full text Add to dashboard Cite

show abstract

“…For a successful KM implementation, the organisation itself should be physically prepared as well as logistically capable. These capabilities are termed as KM enablers (Razi, Karim, & Mohamed, 2013). In fact, KM enablers are considered as the elements to measure the readiness of organisations to execute KM processes (Jandaghi, Irani, Jandaghi, Mousavi, & Davoodavabi, 2014).…”

Section: Knowledge Management Process and Enablersmentioning

confidence: 99%

“…centralisation and formalisation) is also an important KM enabler that gives insight into an organisation's capabilities in implementing KM. Additionally, Razi et al (2013) highlighted that the keys to successful implementation of the KM process depend on not only organisational culture and structure but also IT infrastructure. However, Jandaghi et al (2014) added another two KM enablers, namely, managerial initiatives and human resources, and subsequently derived a conclusion that KM enabler models should include organisational culture, organisational structure, IT infrastructure, managerial initiatives and human resources.…”

Section: Knowledge Management Process and Enablersmentioning

confidence: 99%

“…Managerial issues are related to the value of KM in an organisation and the urgency for metrics to exhibit such value. Furthermore, the concern on informational issues is connected to the effective ways of managing new knowledge, to avoid information overload or inaccuracy, as well as the challenges of configuring an effective technical and technological infrastructure (Razi et al, 2013).…”

Section: Knowledge Management Challengesmentioning

confidence: 99%

“…Other than that, the organisations themselves should be prepared with effective resources planning to ensure maximum utilisation of their resources (i.e. human resources and physical and logistic capabilities) for the successful implementation of KM programmes (Razi et al, 2013).…”

Section: Km Challenges In Malaysian Organisationmentioning

confidence: 99%

See 2 more Smart Citations

Establishing a knowledge-based organisation

Nor

Khairi

Rosnan

et al. 2020

INMR

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Purpose Studies on knowledge management (KM) and its effect on organisational innovation and firm performance have been carried out and subsequently proven. However, the consequence is that KM programmes did not achieve the expected results that they were designed for. Considering the issue mentioned above, a KM shortfall and its underlying challenges seem to exist. The purpose of this study is to assess the current practices of KM, lesson learnt and KM challenges in Malaysian organisations from various types of industries. Design/methodology/approach The study was conducted with information gathered through a focus group of managers with different hierarchical levels, different types of companies, from multinational corporations to state organisations. This inductive approach was adopted to gain a grounded, rich, local and lived understanding of the process based on the case studies of eight Malaysian organisations that represent the major industries in the Malaysian economic sectors. Additionally, the information gathered was further supported with secondary data that consisted of a case study report of the eight organisations on their KM programmes’ implementation. Findings The overall results showed that the practice of KM in Malaysian organisations typically displays the following two challenges: (1) process and infrastructure issues and (2) cultural issues. Organisational culture remains the main obstacles faced by most of the organisations in adopting KM. As a lesson learnt, managers should also focus on the after-effect of KM programmes on soft human issues such as employees’ satisfaction and well-being. Research limitations/implications The authors believe that further research is required considering KM challenges and employee satisfaction or well-being to improve KM performance among different groups of employees through such methods as research survey. Practical implications The findings can act as a guideline for any organisations to address when adopting KM. Identification of the KM challenges provides the basis for organisations to attach considerable importance to employees’ satisfaction and well-being to enhance the chances of successful KM programmes. Managers should take a proactive approach in creating an appropriate atmosphere to cultivate KM culture among employees. Originality/value This study offers not only challenges in implementing and sustaining an effective KM system within organisations but also promotes moving the KM literature to the next stage where there is a lack of concern on KM implementation effect on “soft” human issues from the perspectives of employees. This is due to organisations tend to eradicate people’s performance in terms of employee well-being and satisfaction and to the author’s knowledge, this has been largely unexplored in previous research.

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Knowledge Management Readiness Index: Multiple Industries Perspective

Razi

Tamrin

Dahlan

et al. 2018

2018 International Conference on Information and Communication Technology for the Muslim World (ICT4M)

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The objectives of this paper is to validate a common research instrument and a hypothesized research model to measure the readiness of organizational members to involve in Knowledge Management (KM) process in two different sectors; corporate sector and academic sector. Using the theory of reason action and the theory of planned behavior a conceptual theoretical framework was developed and the related previous works help to operationalize the variables. Data were collected using a questionnaire from two different sectors; 156 academics from a Malaysian university and 74 corporate executives who are working in the IT field in Malaysia. Smartpls3 was used to analyze the data. Is the Malaysian telecommunicationindustry ready for knowledge management implementation?

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Knowledge Management Enablers and Knowledge Management Implementation

Cited by 4 publications

References 18 publications

Readiness of Public and Private Sector Organizations for Knowledge Management: A Literature Review

Readiness of Public and Private Sector Organizations for Knowledge Management: A Literature Review

Establishing a knowledge-based organisation

Knowledge Management Readiness Index: Multiple Industries Perspective

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