Proceedings of the 12th European Conference on Knowledge ...

Kamaladdin Rahmani Youshanloui et al
who are involved in <strong>the</strong> decision-making <strong>of</strong> <strong>the</strong> organization, have access to this treasured asset and
are able to use it (Davenport and Prusak 1998).
According to Jung et al. (2003), KM is an integrated systematic approach to identify, manage and
share all <strong>the</strong> informational assets <strong>of</strong> organizations which include databases, documents, policies and
procedures. KM is also considered as a goal-oriented and systematic approach for <strong>the</strong> organizations
to guide and control all <strong>of</strong> <strong>the</strong>ir palpable and non-palpable resources. They partake <strong>of</strong> <strong>the</strong>ir existing
knowledge as well as outside sources <strong>of</strong> knowledge to create New Knowledge, Value, creativity and
progress (Yang 2004).
Drucker believes <strong>the</strong> "secret <strong>of</strong> <strong>the</strong> success <strong>of</strong> organizations in <strong>the</strong> 21 st century is <strong>the</strong> proper
implementation <strong>of</strong> KM." So it is necessary for <strong>the</strong> third millennium organizations to implement KM and
planning agencies must take action to implement it. The success <strong>of</strong> organizations depends highly on
how <strong>the</strong>y can effectively collect, store and retrieve different levels <strong>of</strong> knowledge between <strong>the</strong>
personnel (Mumford and Licuanan 2004).
2.2 Key Success Factors
Enabling factors have <strong>the</strong> power to guide KM in <strong>the</strong> organization (Allameh et. al. 2011). In <strong>the</strong>
Literature <strong>of</strong> key success factors, many definitions <strong>of</strong> <strong>the</strong>m are presented. One <strong>of</strong> <strong>the</strong> most important
definitions is Rockart's. Key success factors, according to him, are: a limited number <strong>of</strong> areas <strong>of</strong>
activity that will result in a successful competitive performance (Rockart 1979). Bruno and Leidecker,
in ano<strong>the</strong>r definition, state that <strong>the</strong> key success factors include: characteristics, conditions or variables
that, if managed properly, can have a significant effect on <strong>the</strong> success <strong>of</strong> <strong>the</strong> competitive position <strong>of</strong>
organizations (Bruno and Leidecker 1984). Pinto and Slevin, instead, believe that key success factors
are those that significantly improve <strong>the</strong> chances <strong>of</strong> successful project implementation (Pinto and
Slevin 1987).
Skyrme and Amidon (1997) have identified seven key factors regarding <strong>the</strong> implementation <strong>of</strong> KM that
include: Strong business requirements, architecture and landscape, leadership, culture, continuous
learning, technology infrastructure and organizational knowledge processes. Ano<strong>the</strong>r study to identify
key success factors was conducted by Holsapple and Joshi (2000) introduced three main categories
<strong>of</strong> factors, namely, Managerial, Resource-related, and environmental and believed that <strong>the</strong> key factors
will fall into each <strong>of</strong> <strong>the</strong>se categories. Managerial factors include <strong>the</strong> following four: Coordination,
control, leadership and measurements. Resource-related factors include knowledge, people, financial
and non-financial resources; and finally, environmental factors include competition, markets, time
emergencies, as well as economic and governmental circumstances.
Davenport et al (1998) conducted an exploratory study in thirty-one knowledge management projects
in twenty-four companies. The purpose <strong>of</strong> this extensive study was to determine <strong>the</strong> key factors
associated with <strong>the</strong> implementation <strong>of</strong> KM. Among <strong>the</strong> 18 successful projects, seven key success
factors were identified which included: <strong>the</strong> value <strong>of</strong> <strong>the</strong> industry, common goal and language, flexible
and standard knowledge structure, multiple channels for knowledge transfer, culture, organizational
and technical infrastructure, motivational measures and <strong>the</strong> support <strong>of</strong> <strong>the</strong> senior management.
Chourides et al (2003) identified different key success factors, in <strong>the</strong> realm <strong>of</strong> <strong>the</strong> organizational
duties, for <strong>the</strong> successful implementation <strong>of</strong> KM. These factors included: strategy, human resources
management, information technology, marketing and quality. In a study by Hung et al (2005)
regarding <strong>the</strong> key factors <strong>of</strong> success in applying knowledge management system for <strong>the</strong>
pharmaceutical industry, seven factors have been identified which include: Strategy <strong>of</strong> Modeling and
effective knowledge structure, organizational culture, infrastructure <strong>of</strong> information systems, engaging
and educating people, leadership and strong commitment <strong>of</strong> senior management, learning
environment, and <strong>the</strong> control and assessment <strong>of</strong> resources.
Yeh et al (2006) suggested that enabler agents <strong>of</strong> KM in organizations lead to developing knowledge
as well as stimulating Knowledge Creation within <strong>the</strong> organization. They also result in its sharing, and
protection which causes <strong>the</strong> improvement and effectiveness <strong>of</strong> KM activities. They, according to <strong>the</strong>ir
reviewing <strong>of</strong> <strong>the</strong> literature <strong>of</strong> <strong>the</strong> past and also <strong>the</strong>ir conducted researches, introduced "corporate
culture", "People", "information technology "and "Strategy and Leadership" as empowering agents <strong>of</strong>
KM. The support <strong>of</strong> Senior Manager is required for <strong>the</strong> most important part, i.e. "strategy and
leadership."
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