Exploring the Effects of Top Managements Commitment on Knowledge Management Success in Academia: A Case Study
In this paper the effects of top management commitment on knowledge management activities has been analyzed. This research has been conducted as a case study in an academic environment. The data collection was carried out in the form of semi-structured interview with an interview guide. This study shows the effects of knowledge management strategic plan developing in academia strategic plan on knowledge management success. This paper shows the importance top management commitment factors including strategic plan, communication, and training on knowledge management success in academia. In particular the most important role of Strategic planning in knowledge management success is clarified. This study explores one of the necessary organizational infrastructures of successful implementation of knowledge management. The idea of this research could be applied in the other context especially in the industrial organizations.
[1] Alavi, M.; Leidner, D, (1999) "Knowledge management system:
Emerging views and practice from the field", Proccedings of the 32nd
Hawaii International conference of system science.
[2] Allee, V. (1997), "the knowledge evolution: expending organizational
intelligence, Butterworth-Heinemann.
[3] Award, E., M.; Ghaziri, H., (2003)," Knowledge management ",
Prentice Hall.
[4] Bhatt, G.D. (2001), ``Knowledge management in organisations:
examining the interaction between technologies, techniques, and
people--, Journal of Knowledge Management, Vol. 5 No. 1, pp. 68-75.
[5] Blair, M.B. (1995), Ownership and control: Rethinking corporate
governance for the twenty-first century, Washington. D.C., Bookings
Institution.
[6] Brooking, A. (1996), Intellectual Capital: Core Asset for the 3rd
Millenium, International Thomson Business Press, London.
[7] Bukowitz, W.R. and Williams, R.L. (1999), The Knowledge
Management Fieldbook, Pearson Education.
[8] Chatzkel, J. (2000), ``A conversation with Jim Botkin, President of
InterClass--, Journal of Intellectual Capital, Vol. 1 No. 3, pp. 273-86.
[9] Chong, C.-W., Holden, T., Wilhelmij, P. and Schmidt, R.A. (2000),
``Where does knowledge management add value?--, Journal of
Intellectual Capital, Vol. 1 No. 4, pp. 366-80.
[10] Civi, E. (2000), ``Knowledge management as a competitive asset: a
review--, Marketing Intelligence & Planning, Vol. 18 No. 4, pp. 166-74.
[11] Coombs, R. and Hull, R. (1998), ``Knowledge management practices
and path dependency in innovation--, Research Policy, Vol. 27, pp. 237-
53.
[12] Cooper D.R.; Schindler, P.S., 2003. "Business research methods." 8th
ed., McGraw Hill, pp. 234-240.
[13] Davenport, T.H. and Prusak, L. (1998), Working Knowledge: How
Organisations Manage What They Know, Harvard Business School
Press, Boston, MA.
[14] Davenport, T.H. et al. (1996), "Improving knowledge work processes",
Sloan management review, pp. 53-65.
[15] Gooijer, F.D. (2000), ``Designing a knowledge management
performance framework--, Journal of Knowledge Management, Vol. 4
No. 4, pp. 303-10.
[16] Grant, R. M., (1996), "Toward a Knowledge-Based Theory of the Firm",
Strategic Management Journal, Vol. 17, 109-122
[17] Harlow.
[18] Hlupic, Vlatka (Editor). (2002), Knowledge and Business Process
Management, Hershey, PA, USA: Idea Group Inc., 2002. pp 239.
[19] Kaplan, R. and Norton, D.P. (2001), Transforming the balanced
scorecard from performance measurement to strategic management,
Accounting Horizons, vol. 5, Issue 1.
[20] Kridan, B., A. and Goulding, J., S., (2006), "A case study on knowledge
management implementation in the banking sector" VINE: The
Journal of Information and Knowledge Management Systems,
vol. 36, No. 2, pp. 211 - 222.
[21] Lang, J.C. (2001), ``Managerial concerns in knowledge management--,
Journal of Knowledge Management, Vol. 5 No. 1, pp. 43-57.
[22] Laudon, K. C. and Laudon, J. P. (1998) Management Information
Systems: New Approaches to Organisation and Technology. Englewood
Cliffs, NJ: Prentice Hall.
[23] Maglitta, J, (1996), "Martren Up!" Computerworld, Vol. 29, pp. 84-86
[24] Malhotra, Y. (1998), ``Deciphering the knowledge management hype--,
Journal for Quality & Participation, Vol. 21 No. 4, pp. 58-60.
[25] Manasco, B (1996), "Leading firms develop knowledge strategies",
Knowledge Inc, Vol. 1 No.6, pp.26-9.
[26] Newing, R. (1999). Connecting people: Both through IT and face-toface,
Knowledge Management, Financial Times Survey, (November 10),
2.
[27] Nonaka, I. (1994), "A dynamic theory of knowledge creation",
Organization science, Vol. 5 No. 1. pp. 14-37.
[28] Politis, John, D., (2001), "The relationship of various leadership styles
to knowledge management", Leadership & Organization Development
Journal, Vol. 22, No. 8, pp 354 - 364.
[29] Robertson, M. and Hammersley, G.M. (2000), ``Knowledge
management practices within a knowledge intensive firm: the
significance of the people management dimension--, Journal of
European Industrial Training, Vol. 24 No. 2/3/4, pp. 241-53.
[30] Soliman, F. and Spooner, K. (2000), ``Strategies for implementing
knowledge management: role of human resources management--,
Journal of Knowledge Management, Vol. 4 No. 4, pp. 337-45.
[31] Squier, M., M. and Snyman, R. (2004) "Knowledge management in
three financial organisations: a case study", Aslib Proceedings, Vol. 56,
No. 4, pp. 234 - 242.
[32] Tobin, T. (2004). The Insider-s Guide to Knowledge Management ROI,
ServiceWare Technologies white paper, Feb., available at
http://www.serviceware.com.
[33] Weber, A.M. (2000), New mathematics for new economy, Fast
Company, US.
[34] Wiig, Karl M., (1997), "Knowledge Management: Where Did It Come
From and Where Will It Go?" Journal of Expert Systems with
Applications, Special Issue on Knowledge Management, Vol. 13, No. 1, Fall.
[35] Yeh, Y., Lai, S. and Ho, C., (2006), "Knowledge management enablers:
a case study", Industrial Management & Data Systems, Vol. 106, No. 6,
pp. 793 - 810.
[36] Yin, R.K., (1994), "Case study research - Design and methods", Second
Edition, SAGE Publication, Thousands Oaks.
[1] Alavi, M.; Leidner, D, (1999) "Knowledge management system:
Emerging views and practice from the field", Proccedings of the 32nd
Hawaii International conference of system science.
[2] Allee, V. (1997), "the knowledge evolution: expending organizational
intelligence, Butterworth-Heinemann.
[3] Award, E., M.; Ghaziri, H., (2003)," Knowledge management ",
Prentice Hall.
[4] Bhatt, G.D. (2001), ``Knowledge management in organisations:
examining the interaction between technologies, techniques, and
people--, Journal of Knowledge Management, Vol. 5 No. 1, pp. 68-75.
[5] Blair, M.B. (1995), Ownership and control: Rethinking corporate
governance for the twenty-first century, Washington. D.C., Bookings
Institution.
[6] Brooking, A. (1996), Intellectual Capital: Core Asset for the 3rd
Millenium, International Thomson Business Press, London.
[7] Bukowitz, W.R. and Williams, R.L. (1999), The Knowledge
Management Fieldbook, Pearson Education.
[8] Chatzkel, J. (2000), ``A conversation with Jim Botkin, President of
InterClass--, Journal of Intellectual Capital, Vol. 1 No. 3, pp. 273-86.
[9] Chong, C.-W., Holden, T., Wilhelmij, P. and Schmidt, R.A. (2000),
``Where does knowledge management add value?--, Journal of
Intellectual Capital, Vol. 1 No. 4, pp. 366-80.
[10] Civi, E. (2000), ``Knowledge management as a competitive asset: a
review--, Marketing Intelligence & Planning, Vol. 18 No. 4, pp. 166-74.
[11] Coombs, R. and Hull, R. (1998), ``Knowledge management practices
and path dependency in innovation--, Research Policy, Vol. 27, pp. 237-
53.
[12] Cooper D.R.; Schindler, P.S., 2003. "Business research methods." 8th
ed., McGraw Hill, pp. 234-240.
[13] Davenport, T.H. and Prusak, L. (1998), Working Knowledge: How
Organisations Manage What They Know, Harvard Business School
Press, Boston, MA.
[14] Davenport, T.H. et al. (1996), "Improving knowledge work processes",
Sloan management review, pp. 53-65.
[15] Gooijer, F.D. (2000), ``Designing a knowledge management
performance framework--, Journal of Knowledge Management, Vol. 4
No. 4, pp. 303-10.
[16] Grant, R. M., (1996), "Toward a Knowledge-Based Theory of the Firm",
Strategic Management Journal, Vol. 17, 109-122
[17] Harlow.
[18] Hlupic, Vlatka (Editor). (2002), Knowledge and Business Process
Management, Hershey, PA, USA: Idea Group Inc., 2002. pp 239.
[19] Kaplan, R. and Norton, D.P. (2001), Transforming the balanced
scorecard from performance measurement to strategic management,
Accounting Horizons, vol. 5, Issue 1.
[20] Kridan, B., A. and Goulding, J., S., (2006), "A case study on knowledge
management implementation in the banking sector" VINE: The
Journal of Information and Knowledge Management Systems,
vol. 36, No. 2, pp. 211 - 222.
[21] Lang, J.C. (2001), ``Managerial concerns in knowledge management--,
Journal of Knowledge Management, Vol. 5 No. 1, pp. 43-57.
[22] Laudon, K. C. and Laudon, J. P. (1998) Management Information
Systems: New Approaches to Organisation and Technology. Englewood
Cliffs, NJ: Prentice Hall.
[23] Maglitta, J, (1996), "Martren Up!" Computerworld, Vol. 29, pp. 84-86
[24] Malhotra, Y. (1998), ``Deciphering the knowledge management hype--,
Journal for Quality & Participation, Vol. 21 No. 4, pp. 58-60.
[25] Manasco, B (1996), "Leading firms develop knowledge strategies",
Knowledge Inc, Vol. 1 No.6, pp.26-9.
[26] Newing, R. (1999). Connecting people: Both through IT and face-toface,
Knowledge Management, Financial Times Survey, (November 10),
2.
[27] Nonaka, I. (1994), "A dynamic theory of knowledge creation",
Organization science, Vol. 5 No. 1. pp. 14-37.
[28] Politis, John, D., (2001), "The relationship of various leadership styles
to knowledge management", Leadership & Organization Development
Journal, Vol. 22, No. 8, pp 354 - 364.
[29] Robertson, M. and Hammersley, G.M. (2000), ``Knowledge
management practices within a knowledge intensive firm: the
significance of the people management dimension--, Journal of
European Industrial Training, Vol. 24 No. 2/3/4, pp. 241-53.
[30] Soliman, F. and Spooner, K. (2000), ``Strategies for implementing
knowledge management: role of human resources management--,
Journal of Knowledge Management, Vol. 4 No. 4, pp. 337-45.
[31] Squier, M., M. and Snyman, R. (2004) "Knowledge management in
three financial organisations: a case study", Aslib Proceedings, Vol. 56,
No. 4, pp. 234 - 242.
[32] Tobin, T. (2004). The Insider-s Guide to Knowledge Management ROI,
ServiceWare Technologies white paper, Feb., available at
http://www.serviceware.com.
[33] Weber, A.M. (2000), New mathematics for new economy, Fast
Company, US.
[34] Wiig, Karl M., (1997), "Knowledge Management: Where Did It Come
From and Where Will It Go?" Journal of Expert Systems with
Applications, Special Issue on Knowledge Management, Vol. 13, No. 1, Fall.
[35] Yeh, Y., Lai, S. and Ho, C., (2006), "Knowledge management enablers:
a case study", Industrial Management & Data Systems, Vol. 106, No. 6,
pp. 793 - 810.
[36] Yin, R.K., (1994), "Case study research - Design and methods", Second
Edition, SAGE Publication, Thousands Oaks.
@article{"International Journal of Business, Human and Social Sciences:59815", author = "A. Keramati and M. A. Azadeh", title = "Exploring the Effects of Top Managements Commitment on Knowledge Management Success in Academia: A Case Study ", abstract = "In this paper the effects of top management commitment on knowledge management activities has been analyzed. This research has been conducted as a case study in an academic environment. The data collection was carried out in the form of semi-structured interview with an interview guide. This study shows the effects of knowledge management strategic plan developing in academia strategic plan on knowledge management success. This paper shows the importance top management commitment factors including strategic plan, communication, and training on knowledge management success in academia. In particular the most important role of Strategic planning in knowledge management success is clarified. This study explores one of the necessary organizational infrastructures of successful implementation of knowledge management. The idea of this research could be applied in the other context especially in the industrial organizations. ", keywords = "Knowledge Management, top management'scommitment, knowledge management's Success.", volume = "1", number = "3", pages = "60-6", }
