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Knowledge management implementation frameworks: a review
Author(s) -
Wong Kuan Yew,
Aspinwall Elaine
Publication year - 2004
Publication title -
knowledge and process management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.341
H-Index - 44
eISSN - 1099-1441
pISSN - 1092-4604
DOI - 10.1002/kpm.193
Subject(s) - foundation (evidence) , computer science , set (abstract data type) , process (computing) , task (project management) , knowledge management , order (exchange) , process management , management science , business , systems engineering , engineering , political science , finance , law , programming language , operating system
Abstract One reason why many organizations are still struggling with knowledge management (KM) and failing in their endeavours to realize its full potential is that they lack the support of a strong theoretical foundation to guide them in its implementation. A sound KM implementation framework helps to fulfil this need by providing important guiding principles and directions. However, developing such a framework can be a challenging task for managers and practitioners as they may lack the knowledge of what characteristics, elements and constructs should be included in it. Implementation frameworks that do not have the necessary elements in place can paint an incomplete picture of KM and its implementation process, thus providing a suboptimal guidance for conducting KM. This paper reviews the existing KM implementation frameworks presented in the literature in order to determine and propose a set of guidelines for constructing them. By utilizing these guidelines to develop a KM implementation framework, it is hoped that a stronger theoretical foundation can be constructed, thus facilitating the accomplishment of KM. Copyright © 2004 John Wiley & Sons, Ltd.