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

Abdallah Al-Shawabkeh, Alexander K<strong>of</strong>inas and Mike Sharp
it to be successful or causing it to fail. The proceses <strong>of</strong>creating, sharing and distributing knowledge is
intricately linked to aspects <strong>of</strong> organisational culture.
Technological support plays a significant role in KM implementation (Jarrar, 2002). Based on that, KM
framework should support <strong>the</strong> balance between a technological and a social approach to ensure
successful KM implementation (Gao et al., 2002;and Offsey, 1997). According to Carter and
Scarbrough (2001), most KM initiatives that were focused on <strong>the</strong> technological side and ignored <strong>the</strong>
social and organisational aspects have failed. Concurrently, <strong>the</strong> humans cannot manage <strong>the</strong>
knowledge in an adequate manner as <strong>the</strong>y could do with using <strong>the</strong> necessary media and
technologies.
1.3 Forming an Innovative KM approach
The following KM approach is proposed which contains steps to ensure a successful KM
implementation. Figure 1 describes how to apply this approach.
Processes
Evaluate Knowledge
Focus
Figure 2.5: Inn-KM Approach Cycle
People &
Culture
Identify
Control
Control
Improve
Organisational
Strategy
Measure
Analyse KM
Information
Technology
1.3.1 Step 1: Identifying <strong>the</strong> Challenges
We must identify <strong>the</strong> problem accurately first: addressing a legitimate, recognised and relevant
problem is important as it provides <strong>the</strong> incentive for employees and management to implement <strong>the</strong>
KM solution and commit <strong>the</strong>mselves to make it work. The following are some <strong>of</strong> <strong>the</strong> processes
involved:
Brainstorm and understand <strong>the</strong> impact <strong>of</strong> <strong>the</strong> problem
Define a process to investigate <strong>the</strong> problem
Choose a proper research methodology (i.e case study, empirical research...)
Use suitable research methods (i.e surveys and/or questionnaires, interviews...)
1.3.2 Step 2: Measuring <strong>the</strong> Performance
It is important to have <strong>the</strong> systems in place to collect relevant data. Only this way we can measure
current performance and make decisions for <strong>the</strong> future. An accurate map <strong>of</strong> <strong>the</strong> existing areas <strong>of</strong> <strong>the</strong>
organisation helps pinpoint <strong>the</strong> areas that cause organisational problems. Such clarity in <strong>the</strong> state <strong>of</strong>
<strong>the</strong> organisation forms <strong>the</strong> basis <strong>of</strong> organisational problem-solving.
1.3.3 Step 3: Analysis
Once data is collated it is in this step, that <strong>the</strong> context <strong>of</strong> <strong>the</strong> KM issues facing <strong>the</strong> organisation.
Problems can be statistically analysed from KM point <strong>of</strong> view. This includes:
Identify <strong>the</strong> problem’s root causes
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