Proceedings of the 3rd European Conference on Intellectual Capital

Theodora Ngosi et al.
Second, <strong>the</strong> management <strong>of</strong> <strong>the</strong> KM infrastructure aims to address operational excellence.
Importantly, it encourages specialisation <strong>of</strong> KM efforts, creating unique applications <strong>of</strong> knowledge
assets and implementing performance management systems for enhancing employee skills (Kulkarni
& Freeze, 2004).
Third, leadership styles are adapted in specified target areas (NASA, 2004). A capabilities audit can
be conducted, which will show positive KM experience and lessons upon which build tangible
recommendations. Executives can <strong>the</strong>n, develop capability roadmaps anchoring high-level decisions
about strengths and opportunities that can be developed to improve leadership styles.
Level 5-Optimising
In this final level <strong>the</strong> organisation drives long-term continuous improvement as strategic decisions.
The organisation can focus attention on CBBs <strong>of</strong> governance and continuous improvement.
Governance <strong>of</strong> KM is still regarded phenomenon (Zyngier et al., 2004). We adopt <strong>the</strong> IT governance
perspective (Weill & Ross, 2004) that: when <strong>the</strong> organisation has an established KM infrastructure,
governance implies that senior executives understand how <strong>the</strong>y can fulfil <strong>the</strong>ir obligations for
responsible leadership in strategic decisions regarding KM; managing all dimensions <strong>of</strong> KM in relation
to organisation functions, structures and process. Important dimensions that can ground <strong>the</strong> essence
<strong>of</strong> governance and continuous improvement are alignment and best practices.
Continuous improvement is part <strong>of</strong> <strong>the</strong> integrated KAM infrastructure that is supported by a knowledge
policy and knowledge strategy, both <strong>of</strong> which are aligned with <strong>the</strong> overall business strategy. This
alignment ensures compatibility between governance mechanisms, exploitation <strong>of</strong> valued knowledge
assets, and <strong>the</strong> use <strong>of</strong> IT. In line with Chan et al. (2006), alignment leads to more focused and
strategic use <strong>of</strong> key elements such as IT and processes, which in turn, lead to constructive continuous
improvements. Governance mechanisms can be less structured to overcome problems such as
coordination <strong>of</strong> knowledge in different organisation locations. Best practices blend seamlessly in <strong>the</strong>
KM infrastructure to enhance a universal knowledge life cycle. Internal and external benchmarking <strong>of</strong>
best practices assists <strong>the</strong> organisation with <strong>the</strong> development <strong>of</strong> breakthrough performance.
4.3 Increasing maturity
Based on <strong>the</strong> key capabilities identified above and discussions with domain experts we have
developed a guideline and activities for transforming organisations towards a higher KM maturity
level. Key activities to transform an organisation from one maturity level to <strong>the</strong> next are summarised in
Table 2, and can be broadly described with four phases: initiate, expand, incorporate and sustain.
Table 2: Levels for transforming organisations KM maturity
Level Maturity transformations activities
1 to 2
Define key aims <strong>of</strong> KM and a high level KM roadmap.
Identify and priorities a small number <strong>of</strong> subsequent programs.
Initiate
Ensure communication <strong>of</strong> KM aims, challenges and roadmap to all employees.
Develop a detailed KM roadmap and identify major programs.
Assign roles that facilitate <strong>the</strong> effective implementation <strong>of</strong> <strong>the</strong> KM roadmap and
2 to 3
programs.
Develop a knowledge culture through change programs.
Expand
Embed a knowledge life cycle in KM programs, incorporating suitable performance
measures, procedures and standardised evaluation <strong>of</strong> project results.
Develop, implement and manage knowledge repository/library.
Conduct employee surveys, and feedback discussions.
3 to 4
Incorporate
4 to 5
Sustain
Measure and communicate <strong>the</strong> impact <strong>of</strong> KM activities and <strong>the</strong> impact <strong>of</strong> knowledge
assets on business performance.
Define an integrated KM infrastructure.
Maintain, continuously assess and improve KM infrastructure supported with
knowledge policy and knowledge strategy both <strong>of</strong> which are aligned with <strong>the</strong> overall
business strategy.
Ensure regular communication <strong>of</strong> KM activities and benefits.
Embed measures that mature knowledge capabilities; measure knowledge assets. and
determine how to focus on <strong>the</strong> exploitation <strong>of</strong> knowledge and intellectual capital for market
value.
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