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dc.contributor.authorSandhawalia, Birinder
dc.contributor.authorDalcher, Darren
dc.contributor.editorAckerman, M
dc.contributor.editorDiengKuntz, R
dc.contributor.editorSimone, C
dc.contributor.editorWulf, V
dc.date.accessioned2013-03-20T12:29:47Z
dc.date.available2013-03-20T12:29:47Z
dc.date.issued2008
dc.identifier.citationSandhawalia , B & Dalcher , D 2008 , Knowledge Management Capability framework . in M Ackerman , R DiengKuntz , C Simone & V Wulf (eds) , Knowledge Management in Action : IFIP 20th World Computer Congress, Conference on Knowledge Management in Action . Springer , New York , pp. 165-180 , 20th World Computer Congress , Milan , 7/09/08 .
dc.identifier.citationconference
dc.identifier.isbn978-0-387-09658-2
dc.identifier.otherPURE: 1270688
dc.identifier.otherPURE UUID: a5eb1812-6780-4efd-8836-d28deead8a25
dc.identifier.otherWOS: 000258322500013
dc.identifier.otherScopus: 84892900714
dc.identifier.urihttp://hdl.handle.net/2299/10224
dc.description.abstractThis 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.en
dc.format.extent16
dc.language.isoeng
dc.publisherSpringer
dc.relation.ispartofKnowledge Management in Action
dc.titleKnowledge Management Capability frameworken
dc.contributor.institutionHertfordshire Business School
dc.contributor.institutionSocial Sciences, Arts & Humanities Research Institute
dc.contributor.institutionDepartment of Management, Leadership and Organisation
rioxxterms.versionAM
rioxxterms.typeOther
herts.preservation.rarelyaccessedtrue


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