K.K. Lim

Measurement practice for knowledge management

Knowledge management (KM) has become part of common vocabulary in academic circles as well as in the business world. Whilst an increasing number of companies have embarked upon knowledge management initiatives, a large proportion of these initiatives remain technically focussed. The problem with this type of focus is that it excludes and neglects the true potential benefits that can be derived from knowledge management. In this paper we present a holistic model of KM which dynamically incorporates both tactical as well as strategic elements. Secondly in this paper we address a very important gap in the field of KM, namely how to measure KM by developing a framework which systematically allows for screening and evaluation. The measurement framework proposed enables leveraging knowledge assets effectively and efficiently. Without a holistic perspective which captures all the key elements and dimensions, KM initiatives will create marginal gains at best and failure at worst.

Enabling knowledge management: a measurement perspective

Knowledge management (KM) has become part of common vocabulary in academic circles as well as in the business world. Whilst an increasing number of companies have embarked upon knowledge management initiatives, it remains unclear the extent to which these programmes have delivered benefits. In this paper we address a very important gap in the field of KM, by providing empirical evidence on KM success or otherwise by focussing in on the issue of measurement. By examining the extent to which companies measure, and the way they measure KM it becomes possible to ascertain the extent of progress in KM implementation that has hitherto been achieved. The paper ends by defining the key obstacles and barrier faced in KM programmes.