Knowledge Management Performance Measurement: A Generic Framework

Abstract

Abstract. This theoretical article aims to propose a generic framework for measuring performance of Knowledge Management (KM) projects based on critical literature review. The proposed framework fills the existing gap on KM performance measurement in two points: (i) it provides a generic tool that is able to assess all kinds of KM project as well as the overall organization KM, (ii) it assesses KM projects according to KM objectives in a generic manner. Our framework (GKMPM) relies on a process reference model that provides a KM common understanding in a process based view. It is based on a goal-oriented measurement approach and considers that KM performance dimensions are stakeholder's objectives. The framework application follows a procedural approach that begins with the KM project modelling, followed by the objectives prioritization. The next step consists of collecting and analysing data for pre-designed measures, and produces a set of key performance indicators (KPIs) related to the KM project processes and in accordance with its objectives.

Performance measurement for knowledge management project: model development and empirical validation

“…KS meets the need for codified knowledge to be recorded and stored to provide further access to knowledge workers (Wong et al, 2013). KR consists of making explicit knowledge available to all organizational knowledge users by providing appropriate search mechanisms and making knowledge sources available (Oufkir et al, 2016). KU is the application of explicit knowledge without acquiring or learning it.…”

“…KIT happens at the individual level; thus, for each knowledge worker, explicit knowledge is by this process embodied into its tacit knowledge, re-contextualized and processed, and it becomes subject to inductive and deductive reasoning, resulting in reworked tacit individual knowledge (Sarrasin and Ramangalahy, 2007). KT is the sharing of individual tacit knowledge with a target group (Oufkir et al, 2016). KUP recognizes that knowledge is distributed among individuals and systems, which makes it vulnerable to vanishing and being outdated, so sources of knowledge must be updated on a regular basis such that new knowledge is incorporated and obsolete knowledge is removed (Al-hawary and Alwan, 2016).…”

“…Knowledge is an important organizational resource. The main concern for knowledge management (KM) is ensuring effective knowledge flow while furthering the performance of the organization (Oufkir et al, 2016).…”

“…The understanding of KM varies in scope and focus, depending on the target perspective. Regarding performance measurement, we consider that KM refers to socio-technical systems (composed of technologies and social mechanisms) that enable knowledge to flow toward achieving the organizational performance objectives (Oufkir et al, 2016).…”

Organisational Learning Improvement by Using Knowledge Management System

“…The learning organization involves a new vision of leadership: moving away from the traditional leadership vision who are the people who set the direction of action, make key decisions and mobilize the team, to the vision that leaders are responsible for the learning process and are the role of designers, organizers and teachers, being the ones who integrate the visions, values and goals of the organization, a coherent, viable ensemble, and empowering employees to continually increase their ability to address complex issues, clarify their visions, and see the overall picture of the organization. [14] In the learning organization, leaders are people who are distinguished by the clarity and persuasiveness of their ideas, by the power of their commitment and the willingness to learn more. They are concerned about the commitment of subordinates: to make them bring energy, passion, enthusiasm within the organization, to feel themselves responsible for realizing the vision, to achieve the proposed goals.…”