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

Find out current KM status
Analyse reasons <strong>of</strong> <strong>the</strong> problem
Define KM gaps
Abdallah Al-Shawabkeh, Alexander K<strong>of</strong>inas and Mike Sharp
Identify KM barriers and enablers
1.3.4 Step 4: Improve upon existing KM systems
Improvements for potential causes, identified in ‘Analysis’ step 3 are carried out in this step through
proposing a KM solution, this includes:
Recommend and establish a KM Solution: improvements for potential problem causes identified
in step 3 are carried out in this step. The recommended KM Solution needs to be put in <strong>the</strong>
context <strong>of</strong> <strong>the</strong> recognised problem
Build a culture that accepts <strong>the</strong> proposed solution, this contains building an environment that
facilitates:
Knowledge creation
Knowledge dissemination
Knowledge sharing, and
Knowledge implementation
1.3.5 Step 5: Evaluate <strong>the</strong> KM system
You must collect related data and appraise/evaluate <strong>the</strong> system by measuring its performance against
developed deliverables Monitor continuously <strong>of</strong> whe<strong>the</strong>r <strong>the</strong> improved process is well maintained.
1.4 Control
Control should exist at all steps before, during, and after <strong>the</strong> KM implementation. This includes
activities involved in ensuring a process is predictable, stable, and consistently operating at <strong>the</strong> target
level <strong>of</strong> performance with only normal variation.
1.5 Knowledge Focus
Knowledge Focus includes managing different types <strong>of</strong> knowledge. Since explicit knowledge is
created by individuals and can be attained from outer channels a knowledge map, lessons-learnt
databases, groupware and electronic data interchange can be <strong>the</strong> appropriate tools for managing this
type <strong>of</strong> knowledge. On <strong>the</strong> o<strong>the</strong>r hand, when it comes to deal with <strong>the</strong> tacit knowledge <strong>the</strong>n a listing <strong>of</strong>
<strong>the</strong> experts possessing a tacit knowledge, group meetings, face-to-face conversations and practice
forums can be <strong>the</strong> way <strong>of</strong> managing tacit knowledge (Wong and Aspinwall, 2004).
1.6 Organisational Strategy Focus
All KM processes must be aligned with business strategy and goals. At each step <strong>of</strong> <strong>the</strong> framework
<strong>the</strong>re should be a possibility to refer to <strong>the</strong> organisational strategy and goals and ensure that <strong>the</strong>y are
integrated in <strong>the</strong> core <strong>of</strong> all decisions.
As a guide to implement this Inn-KM approach, Table 1 describes its contents:
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