A Conceptual Model for Success in Implementing Knowledge Management: A Case Study in Tehran Municipality

Abstract

In this "information and knowledge" age, instead of traditional financial assets and even large markets, knowledge capital has been the competitive edge for major corporations. This has lead to a new concept called "knowledge management". Indeed, the identification of knowledge in business sectors as a competitive advantage and strategic resource intensifies the necessity of implementation of knowledge management (KM) in organizations. Knowledge management is the process of identifying, selecting, organizing, and transferring important information and skills, which exists as disorganized form in the organization. However, there are several stories of failed implementation of knowledge management in organizations. In order to succeed in implementing knowledge management, identification of the success factors for knowledge management is of great importance. The current research has therefore presented a conceptual model for implementing knowledge management successfully in Tehran municipality. This study has first identified effective variables on success of knowledge management; then has evaluated its significance and developed a conceptual model for the critical factors on successful knowledge management in the organization under study. According to the conceptual model offered by this research, these critical success factors are dimensions of organizational culture, strategy and leadership, organizational structure, information technology infrastructure and human resources.

Evaluation of Factors Determining the Efficiency of Knowledge Sharing Process in the Lithuanian National Defence System

“…Based on the analysis of scientific literature, the efficiency of factors influencing knowledge sharing process can be grouped into three main groups (Grant 1996;Cabrera et al 2006;Connelly and Kelloway 2003;Lee and Choi 2003;BecerraFernandez et al 2004;Taylor and Wright 2004;Hartini et al 2006;Sun and Hao 2006;Claver-Cortes et al 2007;Mariano and Casey 2007;Allameh et al 2010Allameh et al , 2012Aujirapongpan et al 2010;Wang and Noe 2010;Noor and Salim 2011;Shafia et al 2011;Tow et al 2011Tow et al , 2012Ansari et al 2012;El-Den 2012;Krishnaveni and Sujatha 2012;Pimchangthong and Tinprapa 2012;Raudeliūnienė 2012;Wu and Zhu 2012;Uden and Naaranoja 2013;Raudeliūnienė and Radvilaitė 2014): individual organisational and technological factors. Individual factors: the group of factors determining the efficiency of knowledge sharing, describing the entirety of personal qualities of employees of the organisation implementing the knowledge sharing process.…”

Critical Success Factors and Knowledge Management Process in Indian Nationalised Bank

“…Organizational culture must be open to inspire knowledge management initiative for innovation performance [12]. Hence, organizational culture must be able to give the expected bases to sharing the knowledge while deploying knowledge management and boost its creation and share concentrating on the value of knowledge [27].…”

“…Top level management support is essential requirement and help in successful deployment of knowledge management [23]. With regards to knowledge management, leadership have some essential special features that leads to knowledge management [27]. Establishing a strong leadership structure would confirm an effective knowledge management process and would have a positive result on performance [6].…”

A Literature Review on Knowledge Management in Organizations

“…The main purpose to share the knowledge is to make the knowledge visible is to show the role of knowledge in organizations and encourage employees to foster behaviors such as knowledge sharing and build the knowledge infrastructure (Merlo, 2016). Notwithstanding, knowledge without a proper management can be obsoleted and useless (Ansari et al, 2012;Karimi & Javanmard, 2014). Thus, organizations need to implement and apply a series of processes for them to manage their knowledge (OuYang, 2014).…”