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Knowledge Management in the United Kingdom: Cases in Action

Moffett, Sandra, McAdam, Rodney and Humphreys, Paul (2012) Knowledge Management in the United Kingdom: Cases in Action. In: 13th European Conference on Knowledge Management, Universidad Politécnica de Cartagena, Spain. Academic Conferences. 10 pp. [Conference contribution]

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For Knowledge Management (KM) to reach a level of maturity there is a need for it to be implemented and embedded in organisation cases (Tochtermann, 2011). Within the UK the MeCTIP model and supporting ‘Benchmarking KM’ assessment tool (Moffett et al., 2000) provide a framework for organisations to identify KM implementation opportunities, current gaps and limitations. In 2009 a large-scale empirical study was undertaken with a number of UK organisations; 588 responses were received from various organisations types, sizes and sectors. Statistical analysis of data collected identified key factors that organisations need to consider for successful KM implementation in the form of macro-environmental, cultural, technical, informational and human constructs. Awarding each organisation a factor score based on their level of KM competence enabled the development of a knowledge taxonomy where organisations could be categorised as poor, competent or successful at KM implementation. Taking this a stage further each organisation could be categorised depending on the implementation approach they adopted from non-viewer, ad-hoc implementation to those that focused on KM elements, such as cultural aspects or technical approaches, to those that had a strong combination of people, process and technology for successful KM initiatives. This paper presents the results of this analysis process. Having identified various implementation techniques and initiatives from a range of organisations, further case research was conducted to obtain deep, qualitative analysis of KM implementation processes. A total of six organisations were selected for multi-level analysis, gaining in-depth views of strategic and operational KM from a range of employees. This paper presents the findings of this ‘KM in Action’ approach. Qualitative findings are applied to support current literature, anecdotal quotations provide insight into the views of those involved in the KM implementation journey.

Item Type:Conference contribution (Paper)
Faculties and Schools:Ulster Business School > Department of Management and Leadership
Faculty of Computing & Engineering
Faculty of Computing & Engineering > School of Computing and Intelligent Systems
Ulster Business School
Research Institutes and Groups:Business and Management Research Institute
ID Code:23987
Deposited By: Dr Sandra Moffett
Deposited On:13 Nov 2012 09:58
Last Modified:13 Nov 2012 09:58

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