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Knowledge Management Capability framework

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Knowledge Management Capability framework. / Sandhawalia, Birinder; Dalcher, Darren.
Knowledge Management in Action. Springer, 2008. p. 165-180.

Research output: Contribution in Book/Report/Proceedings - With ISBN/ISSN › Chapter

Harvard

Sandhawalia, B & Dalcher, D 2008, Knowledge Management Capability framework. in Knowledge Management in Action. Springer, pp. 165-180. https://doi.org/10.1007/978-0-387-09659-9_12

APA

Sandhawalia, B., & Dalcher, D. (2008). Knowledge Management Capability framework. In Knowledge Management in Action (pp. 165-180). Springer. https://doi.org/10.1007/978-0-387-09659-9_12

Vancouver

Sandhawalia B, Dalcher D. Knowledge Management Capability framework. In Knowledge Management in Action. Springer. 2008. p. 165-180 doi: 10.1007/978-0-387-09659-9_12

Author

Sandhawalia, Birinder ; Dalcher, Darren. / Knowledge Management Capability framework. Knowledge Management in Action. Springer, 2008. pp. 165-180

Bibtex

@inbook{9e42eecf8c6647e392058579e85cec7f,
title = "Knowledge Management Capability framework",
abstract = "This paper presents a Knowledge Management Capability framework based upon an empirical case study conducted at a CMM Level 5 software project organisation. The paper discusses the development of the organisation's knowledge management (KM) initiative from its initial state, to an organisational state where the KM practices are institutionalised and embedded within the daily activities and work methods of the organisation. The organisation's KM initiative is analysed through the development of two KM capabilities, namely infrastructure and processes, which were examined in depth while conducting the case study, and form the basis for the KM Capability Framework. The resulting framework helps organisations to analyse any imbalance that may exist in their KM initiative and needs to be addressed. In doing so, the framework benefits organisations in making corrections and restoring balance between their KM infrastructure and process capabilities, thereby improving the path of successful KM implementation towards a state of organisational KM capability.",
author = "Birinder Sandhawalia and Darren Dalcher",
year = "2008",
doi = "10.1007/978-0-387-09659-9_12",
language = "English",
isbn = "9780387096582",
pages = "165--180",
booktitle = "Knowledge Management in Action",
publisher = "Springer",

}

RIS

TY - CHAP

T1 - Knowledge Management Capability framework

AU - Sandhawalia, Birinder

AU - Dalcher, Darren

PY - 2008

Y1 - 2008

N2 - This paper presents a Knowledge Management Capability framework based upon an empirical case study conducted at a CMM Level 5 software project organisation. The paper discusses the development of the organisation's knowledge management (KM) initiative from its initial state, to an organisational state where the KM practices are institutionalised and embedded within the daily activities and work methods of the organisation. The organisation's KM initiative is analysed through the development of two KM capabilities, namely infrastructure and processes, which were examined in depth while conducting the case study, and form the basis for the KM Capability Framework. The resulting framework helps organisations to analyse any imbalance that may exist in their KM initiative and needs to be addressed. In doing so, the framework benefits organisations in making corrections and restoring balance between their KM infrastructure and process capabilities, thereby improving the path of successful KM implementation towards a state of organisational KM capability.

AB - This paper presents a Knowledge Management Capability framework based upon an empirical case study conducted at a CMM Level 5 software project organisation. The paper discusses the development of the organisation's knowledge management (KM) initiative from its initial state, to an organisational state where the KM practices are institutionalised and embedded within the daily activities and work methods of the organisation. The organisation's KM initiative is analysed through the development of two KM capabilities, namely infrastructure and processes, which were examined in depth while conducting the case study, and form the basis for the KM Capability Framework. The resulting framework helps organisations to analyse any imbalance that may exist in their KM initiative and needs to be addressed. In doing so, the framework benefits organisations in making corrections and restoring balance between their KM infrastructure and process capabilities, thereby improving the path of successful KM implementation towards a state of organisational KM capability.

U2 - 10.1007/978-0-387-09659-9_12

DO - 10.1007/978-0-387-09659-9_12

M3 - Chapter

SN - 9780387096582

SP - 165

EP - 180

BT - Knowledge Management in Action

PB - Springer

ER -