Proceedings of the 8th International Conference on Intellectual ...

Samuel Kai Wah Chu et al.
average score <strong>of</strong> KM maturity level was 3.43. Hence staff in companies with a KM department generally
perceived <strong>the</strong>ir organization at a higher maturity level in KM.
Table 3: Score statistics <strong>of</strong> each question in <strong>the</strong> questionnaire
Mean SD*
Score
1. Knowledge Management Strategy
a The company has clearly identified intellectual assets. 3.67 1.05
b The company has embedded knowledge management (“KM”) into its business strategy. 3.50 0.83
c The company has communicated a clear KM framework to its staff to encourage learning
and knowledge sharing.
d Most employees believe that sharing know-how is important to <strong>the</strong> success <strong>of</strong> <strong>the</strong>
organization.
e The company has implemented a set <strong>of</strong> KM tools to enable learning before, during, and
after.
2. Leadership Behaviors
3.60 1.12
3.64 0.91
3.80 1.08
a Company leaders recognize <strong>the</strong> link between KM and performance. 3.57 0.90
b The company advocates <strong>the</strong> practice <strong>of</strong> knowledge sharing, and KM activities are
encouraged and rewarded.
3.88 1.03
c Managers set <strong>the</strong>mselves as good examples <strong>of</strong> frequently conducting KM activities. 3.42 0.83
d Managers <strong>of</strong>fer <strong>the</strong> time and support to its staff on learning and knowledge sharing. 3.56 1.00
e The company nurtures <strong>the</strong> right attitudes among <strong>the</strong> employees to facilitate sharing and
using o<strong>the</strong>rs’ know-how.
3. Networking
3.58 0.86
a Employees seem to be rewarded for performing networking activities that results in
knowledge exchange.
2.52 1.12
b Networking on a needs basis helps employees know each o<strong>the</strong>r. 3.60 1.35
c The company has put in place technology to support networking, and <strong>the</strong>y are well utilized. 3.58 1.17
d Networks have a clear governance document, with clearly defined purpose, roles and
responsibilities.
3.46 1.18
e Networks meet regularly, and <strong>the</strong>y are organized around business needs. 3.48 1.29
4. Learning before, during and after
a The company values knowledge, and require formal learning on some occasions. Some
business processes prompts for learning (e.g. <strong>the</strong> company has established mentoring /
apprenticeship programs).
3.92 1.06
b The company has implemented templates and guidelines, and established common
language to facilitate knowledge sharing.
3.38 0.97
c Not only <strong>the</strong> employees are engaged in learning, customers and partners participate in
review sessions as well.
3.38 0.94
d Employees are encouraged to capture <strong>the</strong> knowledge that <strong>the</strong>y learn for o<strong>the</strong>rs to access. 4.23 0.82
e The company nurtures an atmosphere <strong>of</strong> learning before, during, and after. 3.58 1.10
5. Capturing Knowledge
a Knowledge capturing occurs at <strong>the</strong> individual, team, and network level. 4.08 0.91
b Depositing and retrieving knowledge can be conducted at ease (e.g. it is easy to locate
accurate and up-to-date information from <strong>the</strong> Intranet).
c The company dedicates resources to collect and disseminate knowledge. Relevant
knowledge is pushed to you.
d The company promotes establishing communities <strong>of</strong> practice. Such networks collect <strong>the</strong>ir
subject’s knowledge in one place in a common format.
e Following item “d” above, social networks act as guardians <strong>of</strong> <strong>the</strong>ir knowledge (e.g. <strong>the</strong>y
regularly update <strong>the</strong> content to keep it current, and validate <strong>the</strong> knowledge).
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3.73 1.04
3.77 0.91
3.20 1.08
3.25 1.15