Open Access
Subscription Access
Open Access
Subscription Access
Knowledge Quality Assessment in Knowledge Management Systems
Subscribe/Renew Journal
Enabling organisations to capture, share, and apply collective experience and know-how of people is emerging as fundamental policy to competing in the knowledge economy. There is a growing recognition in the business community about the importance of Knowledge Management (KM). As a result, there is growing enthusiasm and activity centered on knowledge management and Knowledge Management Systems (KMS). Amidst this enthusiasm revolving around KM in organisations, it is important that the knowledge that is captured, shared and applied is of a quality that enhances overall business operation efficiency and boosts customer satisfaction.
The relation between knowledge quality and knowledge has been suggested in the literature as an integral part of knowledge management success. However, these two constructs have received relatively little theoretical examination. This paper explores some of the knowledge quality agents for the knowledge management process and to ascertain the relative importance of these processes towards a successful KM implementation. In the occurences of Knowledge Management KM. A framework is proposed which uses a hierarchical approach to address the dependence relationships of knowledge quality agent criteria such as completeness, timeliness, accuracy, transparency and relevancy to the knowledge acquired from explicit, embodied and embedded sources. Based on the relationships, managers can judge the need to determine which criteria are needed for the most effective direction towards improvement. Also it should be given the first priority for the development and execution of KMS.
Keywords
- Adam, E. (1994). Alternative quality improvement practices and organization performance. Journal of Operations Management, 12(1), 27-44.
- Ahn, J. H., & Chang, S. G. (2004). Assessing the Contribution of Knowledge to Business Performance: The KP3 Methodology. Decision Support Systems, 36, 403-416.
- Botha, A., Kourie, D., & Snyman, R. (2008). Coping with Continuous Change in the Business Environment, Knowledge Management and Knowledge Management Technology, Chandice Publishing Ltd.
- Brown, J. S., & Duguid, P. (1998). Organizing Knowledge, California Management Review, 40(3).
- Bukowitz, W., & Williams, R. (1999). The Knowledge Management Fieldbook, Financial Times/Prentice Hall.
- Choi, T. Y., & Eboch, K. (1998). The TQM paradox: Relations among TQM practices, plant performance, and customer satisfaction. Journal of Operations Management, 17(1), 59-75.
- Cook, S. D., & Brown, J. S. (1999). Bridging Epistemologies: the generative dance between organizational knowledge and organizational knowing. Organization Science, 10(4).
- Davenport, T., & Prusak, L. (1998). Working Knowledge: How organizations manage what they know, Harvard Business School Press, Boston.
- Dean, W. J., & Bowen, E. D. (1994). Management theory and total quality: Improving research and practice through theory development. Academy of Management Review, 19(3), 392-418.
- Deming, W. E. (1986). Out of The Crisis. Cambridge, MA: MIT Press.
- Duhon, B. (1998). It's all in our heads, Inform, 12(8), 8-13.
- Gamble, P. R., & Blackwell, J. (2001). Knowledge Management: A State of the Art Guide, Kogan Page Ltd.
- Grant, R. M. (1996). Prospering in dynamically-competitive environment: Organizational capability as knowledge integration. Organization Science, 7(4), 375-387.
- Hackman, J. R., & Wageman, R. (1995). Total quality management: Empirical, conceptual, and practical issues. Administrative Science Quarterly, 40, 309-342.
- Kaynak, H. (2003). The relationship between total quality management practices and their effects on firm performance. Journal of Operations Management, 21(4), 405-435.
- Linderman, K., Schroedera, R. G., Zaheera, S., Liedtke, C., & Choob, A. S. (2004). Integrating quality management practices with knowledge creation processes. Journal of Operations Management, 22, 589-607.
- Mills, A. M., & Smith, T. A. (2011). Knowledge management and organizational performance: A decomposed view. Journal of Knowledge Management, 15(1), 156-171.
- Nonaka, I., & Takeuchi, H. (1994). A dynamic theory of organizational knowledge creation, Organizational Science, 5(1).
- Polanyi, M. (1966). Thetacit dimension. London, Routledge & Kegan Paul.
- Saaty T. L. (2000). Fundamentals of decision making and priority theory with the AHP, RWS, Pittsburg PA.
- Samson, D., & Terziovski, M. (1999). The relationship between total quality management practices and operational performance. Journal of Operations Management, 17(4), 393-409.
- Tongchuay, C., & Praneetpolgrang, P. (2004). Knowledge Quality and Quality Metrics in Knowledge Management Systems. Proceedings of 5th International Conference on e-Learning for Knowledge-Based Society, Bangkok, Thailand.
- Wellman, J. L. (2009). Organizational learning. Palgrave Macmillian.
- Yang, C. W., Fang, S. C., & Lin, J. L. (2010). Organizational knowledge creation strategies: A conceptual framework. International Journal of Information Management, 30, 231-238.
Abstract Views: 402
PDF Views: 2