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

A Framework for <strong>the</strong> Assessment <strong>of</strong> KM Readiness <strong>of</strong> an
Organization While Transferring into a Learning
Organization
Leila Beig, Maryam Mirian, Tahereh MirSaeed Ghazi and Mahmood Kharrat
Education and Research Institute for ICT, Tehran, Iran
l.beig @itrc.ac.ir
mirian@itrc.ac.ir
ghazi@itrc.ac.ir
kharrat@itrc.ac.ir
Abstract: In <strong>the</strong> knowledge era, learning organizations (LO) are being emerged and knowledge is <strong>the</strong> key fuel for
such organizations where Knowledge Management (KM) plays a critical role in learning more rapidly than <strong>the</strong>
competitors. However, implementing KM requires a number <strong>of</strong> steps to be taken. These steps usually lead to
significant changes in organizations especially in three main aspects including infrastructure, organizational
processes and <strong>the</strong> organizational culture. In order to effectively manage <strong>the</strong> changes, managers need to
comprehensively examine <strong>the</strong>ir organization’s readiness. This process will reduce excessive costs, avoid
redundancy and repetitive actions, make a clear understanding <strong>of</strong> <strong>the</strong> current state <strong>of</strong> <strong>the</strong> organization, and
introduce improvement actions instead <strong>of</strong> starting from scratch. In addition, identifying <strong>the</strong> gaps between <strong>the</strong>
current and desirable state will provide a comparative tool for mangers to monitor organization status as <strong>the</strong>y
plan and implement KM initiatives over time. The key idea <strong>of</strong> this paper is to propose an integrated framework for
measuring KM readiness in learning organizations. The framework sketches a holistic and concise description <strong>of</strong>
<strong>the</strong> major elements <strong>of</strong> KM assessment. This research seems to be significant since few frameworks currently
exist for a holistic KM assessment in learning organizations. However, <strong>the</strong> proposed framework can be used to
assess overall organizational KM to avoid probable project failures in cases in which <strong>the</strong> failure is related to <strong>the</strong>
lack <strong>of</strong> awareness about <strong>the</strong> current KM status <strong>of</strong> <strong>the</strong> organization.
Keywords: KM readiness assessment, learning organization, KM process
1. Introduction
Knowledge is considered a crucial driving power for accomplishment <strong>of</strong> any business. Organizations
are becoming more knowledge-oriented and awareness about <strong>the</strong> value <strong>of</strong> knowledge is being
increased. Therefore, knowledge has been systematically treated as o<strong>the</strong>r concrete resources and
many organizations are exploring <strong>the</strong> field <strong>of</strong> KM (Wong 2005).
Although, today, <strong>the</strong>re is a great deal <strong>of</strong> interest in KM, no universally accepted definition <strong>of</strong> KM
exists. Hung, Y.C. et al. (2005) defines KM as a systemized and integrated managerial strategy,
which combines information technology with <strong>the</strong> organizational process. KM refers to any activity <strong>of</strong>
creating, acquiring, capturing, sharing and employing knowledge wherever it resides, to enhance
learning and performance in organizations. Bounfour (2003) considers KM as a set <strong>of</strong> tools, designed
towards creating, sharing knowledge in inter and intra-organization levels (Nianti Mohd Zin & Charles,
2010).
With <strong>the</strong>se definitions in mind, KM might be proposed as a managerial activity which stores, transfers,
shares, applies and creates knowledge mostly through information technologies, as well as provides
<strong>the</strong> right knowledge at <strong>the</strong> right time to <strong>the</strong> right members <strong>of</strong> <strong>the</strong> organization to react and make <strong>the</strong>
right decisions, in order to reach <strong>the</strong> organization’s goals.
One <strong>the</strong> most important organization’s goals that can be attained by KM is organizational learning
(OL) improvement and consequently transferring into <strong>the</strong> learning organization through OL.
It is important to note <strong>the</strong> difference between <strong>the</strong> terms OL and LO: organizational learning refers to
<strong>the</strong> process <strong>of</strong> learning or learning activities in an organization while <strong>the</strong> concept <strong>of</strong> learning
organization refers to <strong>the</strong> organizations that are good at organizational learning (Aggestam 2006).
In <strong>the</strong> better words, in discussing learning organizations <strong>the</strong> focus is on what—<strong>the</strong> systems, principles,
and characteristics <strong>of</strong> organizations that learn and produce as a collective entity while in discussing
organizational learning we are concerned with how organizational learning occurs—<strong>the</strong> skills and
processes <strong>of</strong> building and utilizing knowledge.
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