Critical factors in adopting a knowledge management system for the pharmaceutical industry

Abstract

Purpose -The objective of this study is to discuss the critical success factors involved in implementing a knowledge management system (KMS), in order to enhance a firm's competitiveness, while keeping costs to a minimum. Design/methodology/approach -Based on field studies and a literature review, this study outlined 32 variables in the implementation of a KMS. The research targets were on members of the Taiwan Pharmaceutical Marketing and Management Association (TPMMA). Out of the 355 questionnaires sent, 98 valid questionnaires were returned, resulting in a valid return rate of 27.6 percent. Findings -After completing the statistical analysis, seven factors were determined to be critical: a benchmarking strategy and knowledge structure; the organizational culture; information technology; employee involvement and training; the leadership and the commitment of senior management; a learning environment and resource control; and evaluation of professional training and teamwork. Research limitations/implications -This paper chooses members of TPMMA as research targets; thus, to apply this study to other than pharmaceutical industries requires further research. Practical implications -Strategy and organizational culture are important in the adoption of a KMS. This study has determined that the pharmaceutical industry has paid special attention to benchmarking strategy. Adopting a KMS can be easy with a core department to maintain proper function of the system. However, companies should utilize the intangible assets available through a KMS to attain full participation from the employees to ensure the success of implementing an effective KMS. Originality/value -This paper identifies critical factors in adopting a KMS for the pharmaceutical industry. That can offer pragmatic indication for those companies intent on introducing a KMS.

Economics of Strategic Knowledge Management: A New Model for Assessment

“…A strategic knowledge management capability should facilitate early recognition of change patterns of from which possible explanations and therefore possible expected change trajectories can be made and then monitored. The key is to understand the change reasons in order to design appropriate responses taking into account the organizational constraints and optimizing time and cost [16]. To link knowledge management with business strategy it is first necessary to establish an understanding of the advantage that comes from knowledge as a strategic resource enabling the company to better formulate and execute its competitive strategy.…”

Impact of KM Strategies on KM Performance

“…선행연구에서 제시한 성공요인 민간기업 지식공유 (이정호, 2006), 평가보상 (김승수, 2005), 정보기술 (Yu et al, 2004) 지식품질 (이정호, 2006), 지식창출 (이정호, 2006), 조직문화 (권순재 외, 2006), 벤치마킹 전략과 지식체계 (Hung et al, 2005), 효과적인 지식구조 (Hung et al, 2005), 참여와 교육훈련 (Hung et al, 2005), 지식근로자의 업무요인 및 능력 (김상수, 김용우, 2000), 상호신뢰 (강여진, 2005), 최고관리층의 지원 (Ruggles, 1998 •평가보상제도: 지식창출과 공유에 대한 보상, KM수준 평가 및 측정체계 등의 항목으로 측정하였다.…”

Evaluating a Model for Implementing Knowledge Management in Banking Informatics Corporations in Iran

“…For observing risk control standards on one hand and proper management of their collection on the other hand, banks require timely access to information produced in or outside the organization. Hence, studying the establishment level of success factors in this industry is crucial along with investigating their importance level in successful implementation of knowledge management [5].…”