Developing an Instrument for Knowledge Management Project Evaluation

Many knowledge management (KM) projects have been initiated, some of which have been successes but many have been failures. Measuring the success or failure of KM initiatives is not easy, and in order to do so some kind of measurement process has to be available. There are three points at which evaluation of KM projects can, and should be, done: (1) when deciding whether to start and where to focus, (2) once under way, following up on a project and making adjustments if needed, and (3) when completed, to evaluate the project outcomes. This paper concentrates on the first two areas by developing a general instrument for evaluation of KM projects.

[1]  P. Klahr,et al.  Managing Customer Support Knowledge , 1998 .

[2]  Michael Sherwood-Smith,et al.  People centred process re-engineering: an evaluation prespective to office systems to re-design , 1994, Business Process Re-Engineering.

[3]  John M. Wilson,et al.  Business Processes: Modelling and Analysis for Re-engineering and Improvement , 1995 .

[4]  Thomas H. Davenport,et al.  Book review:Working knowledge: How organizations manage what they know. Thomas H. Davenport and Laurence Prusak. Harvard Business School Press, 1998. $29.95US. ISBN 0‐87584‐655‐6 , 1998 .

[5]  F. Blackler.  Knowledge, Knowledge Work and Organizations: An Overview and Interpretation , 1995 .

[6]  T. Davenport,et al.  Building Successful Knowledge Management Projects , 1997 .

[7]  D. Ellis.  Qualitative evaluation and research methods : Michael Quinn Patton. (2nd edition) London: Sage, 1990. 532 pp. ISBN 0 8039 3779 2. £33.25 , 1990 .

[8]  Ikujiro Nonaka,et al.  Japanese Organizational Knowledge Creation in Anglo-American Environments , 1998 .

[9]  R. Talwar.  Business re-engineering—a strategy-driven approach , 1993 .

[10]  I. Nonaka,et al.  How Japanese Companies Create the Dynamics of Innovation , 1995 .

[11]  M. Patton,et al.  Qualitative evaluation and research methods , 1992 .

[12]  C. Lucier,et al.  Why Knowledge Programs Fail , 1997 .

[13]  Maria Vakola,et al.  Exploring the Relationship between the Use of Evaluation in Business Process Re-engineering and Organisational Learning and Innovation. , 2000 .

[14]  野中 郁次郎,et al.  The Knowledge-Creating Company: How , 1995 .

[15]  Andrew C. Inkpen.  Creating Knowledge through Collaboration , 1996 .

[16]  Dianne Willis,et al.  Graffiti on The Long Wall: a Sociotechnical Conversation , 2000 .

[17]  Morten T. Hansen,et al.  What's your strategy for managing knowledge? , 1999, Harvard business review.