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Critical Success Factors For KM

Presentation given which elaborates on the foundation of my research on CSFs for KM.

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Critical Success Factors For KM

  1. 1. Critical Success Factors for KM Northern Illinois University Curtis A. Conley, Doctoral Candidate Presented on March 13, 2007 For more information about this dissertation research project please feel free to contact the author, information below. Curtis A. Conley [email_address] www.curtisconley.com
  2. 2. Evolution of the CSF Approach <ul><li>Lists of CSFs </li></ul><ul><li>Ranked/Ordered List of CSFs </li></ul><ul><li>Grouping of Factors (by type, area, etc.) </li></ul><ul><li>CSF by Implementation Stage </li></ul><ul><li>Interrelationship of CSFs </li></ul>
  3. 3. The CSF Approach Information Technology (IT) Project Management (PM) Total Quality Management (TQM) Knowledge Management (KM) 1979 Early 1980s Late 1980s Late 1990s
  4. 4. The CSF List Approach Sharing Tech. Infrastructure Knowledge Infrastructure Culture Transferring Creating Knowledge Strategy Training Top Mgmt. Support
  5. 5. The CSF Ranked List Approach 1) 2) 3) 4) 5) 6) 7) 8) 9) Sharing Tech. Infrastructure Knowledge Infrastructure Culture Transferring Creating Knowledge Strategy Training Top Mgmt. Support
  6. 6. Grouped Critical Success Factors Strategic Tactical Organizational Technological Esteves-Souza & Pastor-Collado (2002) CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF
  7. 7. Critical Success Factors by Phase Manger CSFs Project CSFs External Env. CSFs Organizational CSFs Phase 1 Phase 2 Phase 4 Phase 3 Ho & Lin (2005) CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF
  8. 8. Interrelationships Between CSFs Akkermans & van Helden (2002) CSF CSF CSF CSF CSF CSF CSF CSF
  9. 9. Foundation of Study <ul><li>Akkermans & van Helden (2002) </li></ul><ul><ul><li>Interrelationships of CSFs, virtuous / vicious cycles </li></ul></ul><ul><li>Belassi & Tukel (1996) </li></ul><ul><ul><li>CSFs relating to manager, project, org., & external env. </li></ul></ul><ul><li>Fortune & White (2006) </li></ul><ul><ul><li>FSM Model, accounts for above </li></ul></ul>
  10. 10. A Proposed Framework of CSFs for KM KM Manager KM Team KM Initiative Organization Environment CSF Groups
  11. 11. A Proposed Framework of CSFs for KM KM Manager Environment Organization KM Initiative KM Team
  12. 12. <ul><li>Ability to Delegate Authority </li></ul><ul><li>Ability to Coordinate </li></ul><ul><li>Perception of their role & responsibilities </li></ul><ul><li>Having Relevant Past Experience </li></ul><ul><li>Commitment </li></ul><ul><li>Education </li></ul>A Proposed Framework of CSFs for KM <ul><li>Full-time / Dedicated Staff </li></ul><ul><li>KM Background </li></ul><ul><li>Commitment </li></ul><ul><li>Trust </li></ul><ul><li>Training and Education </li></ul><ul><li>Clear Goals and Objectives </li></ul><ul><li>Knowledge Strategy </li></ul><ul><li>Link to Corporate/Business Strategy </li></ul><ul><li>Link to Perceived/Anticipated Value </li></ul><ul><li>KM Champion </li></ul><ul><li>Top Management Support </li></ul><ul><li>Organizational Structure and Culture </li></ul><ul><li>Systematic Processes </li></ul><ul><li>Knowledge Infrastructure </li></ul><ul><li>Technology Infrastructure </li></ul><ul><li>Competition </li></ul><ul><li>Fashion </li></ul><ul><li>Markets </li></ul><ul><li>Technology </li></ul><ul><li>Time </li></ul><ul><li>Climate </li></ul>KM Manager Environment Organization KM Initiative KM Team
  13. 13. <ul><li>Ability to Delegate Authority </li></ul><ul><li>Ability to Coordinate </li></ul><ul><li>Perception of their role & responsibilities </li></ul><ul><li>Having Relevant Past Experience </li></ul><ul><li>Commitment </li></ul><ul><li>Education </li></ul>A Proposed Framework of CSFs for KM <ul><li>Full-time / Dedicated Staff </li></ul><ul><li>KM Background </li></ul><ul><li>Commitment </li></ul><ul><li>Trust </li></ul><ul><li>Training and Education </li></ul><ul><li>Clear Goals and Objectives </li></ul><ul><li>Knowledge Strategy </li></ul><ul><li>Link to Corporate/Business Strategy </li></ul><ul><li>Link to Perceived/Anticipated Value </li></ul><ul><li>KM Champion </li></ul><ul><li>Top Management Support </li></ul><ul><li>Organizational Structure and Culture </li></ul><ul><li>Systematic Processes </li></ul><ul><li>Knowledge Infrastructure </li></ul><ul><li>Technology Infrastructure </li></ul><ul><li>Competition </li></ul><ul><li>Fashion </li></ul><ul><li>Markets </li></ul><ul><li>Technology </li></ul><ul><li>Time </li></ul><ul><li>Climate </li></ul>KM Manager Environment Organization KM Initiative KM Team System Response to Interrelationships between CSFs
  14. 14. <ul><li>Ability to Delegate Authority </li></ul><ul><li>Ability to Coordinate </li></ul><ul><li>Perception of their role & responsibilities </li></ul><ul><li>Having Relevant Past Experience </li></ul><ul><li>Commitment </li></ul><ul><li>Education </li></ul>A Proposed Framework of CSFs for KM <ul><li>Full-time / Dedicated Staff </li></ul><ul><li>KM Background </li></ul><ul><li>Commitment </li></ul><ul><li>Trust </li></ul><ul><li>Training and Education </li></ul><ul><li>Clear Goals and Objectives </li></ul><ul><li>Knowledge Strategy </li></ul><ul><li>Link to Corporate/Business Strategy </li></ul><ul><li>Link to Perceived/Anticipated Value </li></ul><ul><li>KM Champion </li></ul><ul><li>Top Management Support </li></ul><ul><li>Organizational Structure and Culture </li></ul><ul><li>Systematic Processes </li></ul><ul><li>Knowledge Infrastructure </li></ul><ul><li>Technology Infrastructure </li></ul><ul><li>Competition </li></ul><ul><li>Fashion </li></ul><ul><li>Markets </li></ul><ul><li>Technology </li></ul><ul><li>Time </li></ul><ul><li>Climate </li></ul><ul><li>Effective Planning & Scheduling </li></ul><ul><li>Effective Coordination and communication </li></ul><ul><li>Effective use of managerial skills </li></ul><ul><li>Effective control & monitoring </li></ul><ul><li>Effective use of technology </li></ul><ul><li>Human </li></ul><ul><li>Financial </li></ul><ul><li>Raw materials </li></ul><ul><li>Facilities </li></ul>KM Manager Environment Organization KM Initiative KM Team KM Manager Performance Availability of Resources
  15. 15. <ul><li>Ability to Delegate Authority </li></ul><ul><li>Ability to Coordinate </li></ul><ul><li>Perception of their role & responsibilities </li></ul><ul><li>Having Relevant Past Experience </li></ul><ul><li>Commitment </li></ul><ul><li>Education </li></ul>A Proposed Framework of CSFs for KM <ul><li>Full-time / Dedicated Staff </li></ul><ul><li>KM Background </li></ul><ul><li>Commitment </li></ul><ul><li>Trust </li></ul><ul><li>Training and Education </li></ul><ul><li>Clear Goals and Objectives </li></ul><ul><li>Knowledge Strategy </li></ul><ul><li>Link to Corporate/Business Strategy </li></ul><ul><li>Link to Perceived/Anticipated Value </li></ul><ul><li>KM Champion </li></ul><ul><li>Top Management Support </li></ul><ul><li>Organizational Structure and Culture </li></ul><ul><li>Systematic Processes </li></ul><ul><li>Knowledge Infrastructure </li></ul><ul><li>Technology Infrastructure </li></ul><ul><li>Competition </li></ul><ul><li>Fashion </li></ul><ul><li>Markets </li></ul><ul><li>Technology </li></ul><ul><li>Time </li></ul><ul><li>Climate </li></ul><ul><li>Effective Planning & Scheduling </li></ul><ul><li>Effective Coordination and communication </li></ul><ul><li>Effective use of managerial skills </li></ul><ul><li>Effective control & monitoring </li></ul><ul><li>Effective use of technology </li></ul><ul><li>Human </li></ul><ul><li>Financial </li></ul><ul><li>Raw materials </li></ul><ul><li>Facilities </li></ul>KM Manager Environment Organization KM Initiative KM Team KM Manager Performance Availability of Resources KM Success or Failure

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  • jboutelle

    Mar. 7, 2009
  • orozcoig

    Nov. 6, 2009
  • pairojchan

    Dec. 13, 2009
  • smike_ct

    May. 15, 2013
  • ajaykumar3550

    Feb. 19, 2019

Presentation given which elaborates on the foundation of my research on CSFs for KM.

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