Eirini Bougoulia – Department of Financial and Management Engineering School of Engineering, University of the Aegean, Chios, Greece

Michail Glykas – Department of Financial and Management Engineering, Engineering School, University of the Aegean, Greece

Keywords:
Critical Success Factors;
Knowledge Management
Frameworks;
KM Performance
Measurement

DOI: https://doi.org/10.31410/LIMEN.2022.179

Abstract

The goal of the paper is to suggest a comprehensive and inte­grated knowledge management implementation and maturity assessment model based on the most common critical success factors and corporate en­ablers discovered during a systematic overview of the knowledge manage­ment maturity models and the related literature review. Summarizing the re­view leads to the discovery of KMMMs CSFs and key themes, while simultane­ously examining the idea of standardization through accepted KM standards and their core principles. To provide a model that can be used by both practi­tioners and researchers in the future to improve organizational performance and to be used as a tool for knowledge management performance measure­ment, the implementation stages of the proposed framework, the maturity levels, the proposed assessment measuring tools and methods are presented in an approach that encompasses the core guidelines of ISO 30401.

    Download file

LIMEN Conference

8th International Scientific-Business Conference – LIMEN 2022 – Leadership, Innovation, Management and Economics: Integrated Politics of Research – CONFERENCE PROCEEDINGS, Hybrid (EXE Budapest Center, Budapest, Hungary), December 1, 2022,

LIMEN Conference proceedings published by the Association of Economists and Managers of the Balkans, Belgrade, Serbia

LIMEN Conference 2022 Conference proceedings: ISBN 978-86-80194-66-0, ISSN 2683-6149, DOI:  https://doi.org/10.31410/LIMEN.2022

Creative Commons Non Commercial CC BY-NC: This article is distributed under the terms of the Creative Commons Attribution-Non-Commercial 4.0 License (https://creativecommons.org/licenses/by-nc/4.0/) which permits non-commercial use, reproduction and distribution of the work without further permission. 

Suggested citation

Bougoulia, E. & Glykas, M. (2022). An Integrated Proposal for a Knowledge Management Implementation & Maturity Assessment Model. In V. Bevanda (Ed.), International Scientific-Business Conference – LIMEN 2022: Vol 8. Conference proceedings (pp. 179-193). Association of Economists and Managers of the Balkans.  https://doi.org/10.31410/LIMEN.2022.179

References

Adair, J. (1973). The Action-centred Leader, London, McGraw-Hill.

Armistead, C., & Machin, S. (1997). Implications of business process management for opera­tions management. International Journal of Operations & Production Management, 17(9), 886–898. https://doi.org/10.1108/01443579710171217 

Armstrong, M., & Taylor, S. (2014). Armstrong’s handbook of human resource management practice, 13th edition. London: Kogan Page.

Bougoulia, E., & Glykas, M. (2022). Knowledge management maturity assessment frame­works: A proposed holistic approach. Knowledge and Process Management. https://doi.org/10.1002/kpm.1731 

Cappelli, P., & Crocker-Hefter, A. (1996). Distinctive human resources are firms’ core compe­tencies, Organizational Dynamics, 24 (3), pp 7–22.

CEN-CWA 14924-1. (2004). The European Guide to Good Practices in Knowledge Manage­ment (edited by the European Committee for Standardization).

Churchill, N. C., & Lewis, V. L. (1983). The five stages of small business growth. Harvard Busi­ness Review, 61, 30-50.

Gaál, Z., Szabó, L., Kovács, Z., Obermayer-Kovács, N., & Csepregi, A. (2008). Knowledge man­agement profile maturity model. In Proceedings of the European Conference on Knowl­edge Management (pp. 209-216). Southampton: ACPI.

Hansen, M. T., Nohria, N., & Tierney, T. (1999). What’s your strategy for managing knowl­edge?, Harvard Business Review, March–April, pp 106–16.

ISO. (2018). ISO 30401: Knowledge Management Systems – Requirements.

ISO. (2015). ISO 9001: 2015 Quality Management Systems – Requirements, ISO, Geneva.

Kuriakose, K. K., Raj, B., Satya Murty, S. A. V., & Swaminathan, P. (2010). Knowledge man­agement maturity models-a morphological analysis. Journal of Knowledge Management Practice, 11(3).

Massingham, P. (2014). An evaluation of knowledge management tools: Part 1 – managing knowledge resources. Journal of Knowledge Management, 18(6), 1075–1100. https://doi.org/10.1108/JKM-11-2013-0449  

Nonaka, I., & Takeuchi, H. (1995). The Knowledge-Creating Company: How Japanese Compa­nies Create the Dynamics of Innovation, Oxford University Press, New York, NY.

Paulzen, O., Doumi, M., Perc, P., & Cereijo-Roibas, A. (2002). “A Maturity Model for Quali­ty Improvement in Knowledge Management” ACIS 2002 Proceedings. https://aisel.aisnet.org/acis2002/5  

Pee, L. G., & Kankanhalli, A. (2009). A model of knowledge organizational management ma­turity: based on people, process and technology. Journal of Information and Knowledge Management, 8(2), 79-99. http://dx.doi.org/10.1142/S0219649209002270

Polanyi, M. (1967). The Tacit Dimension, Routledge & K. Paul, London

Sajeva, S., & Jucevicius, R. (2010). The model of knowledge management system maturity and its approbation in business companies. OcialiniaiMokslai, 3(69), 57-68

Weber, F. (2002). Proceedings of UNICOM Seminar, Towards Common Approaches & Stand­ards in KM, 27 February, 2002, London. Standardisation in Knowledge Management – Towards a Common KM Framework in Europe.

Zeferino, M. E., Ricardo, P., Rosane, M., & Artur, D. S. J. (2020). ISO 30401: The standardiza­tion of knowledge. International Journal of Development Research, 10(6), 37155– 37159.

Association of Economists and Managers of the Balkans – UdEkoM Balkan
179 Ustanicka St, 11000 Belgrade, Republic of Serbia

LIMEN conference publications are licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.