Implementing knowledge management: a more robust model

Abstract

PurposeThe purpose of this paper is to show that knowledge management (KM) practitioners usually describe implementation in ideal and positive terms, such as making KM strategy happen, putting ideas into practice or turning embryonic KM strategies into reality. Research has been mainly confined to failures or mistakes in implementation.Design/methodology/approachThis conceptual paper seeks to coalesce some of the scholarly contributions about implementation success and failure, by providing an overview and critical analysis of configurational theory as an alternative approach in research and thinking about KM implementation issues.FindingsThis paper reviews the dominant approaches to KM implementation. It looks at the past academic and business practice literature on KM and calls for a radical change in the way of thinking and studying KM implementation, which incorporates configuration and contextual theories.Originality/valueThis paper provides an understanding of implementation from a holistic perspective, which allows divergent paradigms and perspectives to co‐exist, yet when able to recognise both strengths and limitations of each, it ultimately contributes to a more robust and coherent final analysis of KM implementation.

Knowledge Management Obstacles in Real Estate (Valuation) Organisations: Towards Quality Property Services

“…A paradox thinking or traditional approach of doing things must be replenished with something that close to the state of art approach that can fulfil the industry's needs. Dufour & Steane (2007) have agreed that the knowledge management can sustain in highly competitive economic, but it must be implemented at a higher strategic level and far-sighted manner.…”

“…Although under proper settings and monitoring, it still has been regarded as complex and has to depend on various critical factors (du Plessis, 2007). According to Dufour & Steane (2007), theorganisation has to deal with the nature of the organisation and the nature of human behaviour. Both can bring some complexity to the management effort and will challenge work procedures efficiency in the organisation.…”

Integrated model for implementation and development of knowledge management

“…This occurs because of the politics involving the KM implementation (Problem 3), bureaucratic processes and a purely symbolic deployment (Dufour & Steane, 2007).…”

“…The literature that addresses these models faces various limitations that were identified in an analysis made by the authors of this paper and that were also based on studies that offer constructive criticism Chen & Huang, 2007;Dufour & Steane 2007;Liebowitz, 2008;Wu & Lin, 2009). These limitations are:…”

Maturité organisationnelle des organisations publiques et management des connaissances

“…Une conception plus stratégique de l'organisation (Lemay 2008(Lemay , 2009) opterait pour une configuration de ces perspectives (Dufour et Steane 2007). En favorisant les conditions d'apprentissage, le dirigeant et le cadre misent sur la capacité organisationnelle plutôt que sur les seuls techniques et outils de gestion; ils agissent en leaders transformationnels (Vera et Crossan 2004) plutôt qu'en opérateurs de machine (Lemay 2008(Lemay , 2009).…”