Determinamt Factors of Knowledge Managementpractice: The Case of Ministry of Health, Ethiopia (original) (raw)
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Knowledge Management Maturity Model: A Case Study at Ministry XYZ
2020
Knowledge management (KM) has a very potential benefit, especially to deal with unstructured public issues and has no solution at all, requiring a public leadership to work, share, apply and create knowledge in many institutions. The Ministry of XYZ has built a Knowledge management system (KMS) that is used as a means of sharing knowledge of all XYZ"s employees. However, KMS in XYZ is not running in accordance with the target. KMS in XYZ is not used as a two-way communication. Based on the problem, it can be identified that the level of KM maturity in XYZ is needed to be assessed. This study aims to determine the level of maturity of KM based on GKMMM maturity model and then make recommendations to improve the level of maturity of KM in XYZ. For data collection, G-KMMM based questionnaires were made online and spread through WhatsApp groups existing in the organization. A total of 70 questionnaires were collected. Based on the analysis, the maturity level of KM implementation in XYZ on five aspects of culture, policy, strategy, process and technology are at level 3. From this result, several strategies are recommended to improve the implementation of KM in the organization
. Principles in Knowledge Management Maturity: A South African Perspective.
"Abstract Purpose – The institutionalization of knowledge management (KM) principles, policies and strategies could be summarized as being diverse, problematic and located across the spectrum of views. Studies suggest that very little is reported on how these principles are institutionalized in organizations. This paper seeks to examine the role these principles play in the establishment of KM and report on an empirical study conducted in 86 South African-based organizations. Design/methodology/approach – From a large urban South African University engaged in numerous collaboration programs with industry, the authors gained insight into KM maturity in industry groupings over a five-year period. The authors applied an inventory developed by Kruger and Snyman to a set of 86 organizations distributed over nine economic sectors in South Africa. In total 434 employees were interviewed over three managerial levels (operational, middle, and senior). This was achieved by having 178 senior practitioners to each interview three subjects (one in each group level). Findings – Findings indicate that there is a definite trend towards the establishment of KM principles and the successful implementation of KM across South African industries. Industries achieving higher than average scores in the establishment of KM principles also achieved higher than average scores in the implementation of KM. Findings strongly support the argument that elements such as the formulation of strategy, measurement, policy, content, process, technology and culture enable or influence KM ability to manage knowledge. Originality/value – The paper is of relevance to KM practitioners interested in gaining insight into KM maturity that occurred in the extremely diversified environment of South Africa. "
A Model of Organizational Knowledge Management Maturity based on People, Process, and Technology
Organizations are increasingly investing in knowledge management (KM) initiatives to promote the sharing, application, and creation of knowledge for competitive advantage. To guide and assess the progress of KM initiatives in organizations, various models have been proposed but a consistent approach that has been empirically tested is lacking. Based on the life cycle theory, this paper reviews, compares, and integrates existing models to propose a General KM Maturity Model (G-KMMM). G-KMMM encompasses the initial, aware, defined, managed, and optimizing stages, which are differentiated in terms of their characteristics related to the people, process, and technology aspects of KM. To facilitate empirical validation and application, an accompanying assessment tool is also explicated. As an initial validation of the proposed G-KMMM, a case study of a multi-unit information system organization of a large public university was conducted. Findings indicate that G-KMMM is a useful diagnostic tool that can assess and direct KM implementation in organizations.
International Journal of Advanced Computer Science and Applications, 2018
Knowledge is considered as an intellectual asset of any Organization through which performance of the Organization could be enhanced exponentially. Harnessing of the Organization’s Tacit and Explicit knowledge and its Management is a crucial task as Knowledge Management Practices adopted by Government Organizations are not standardized yet. They are depending on the structure and processes adopted by the organizations at their own level. This paper presents a Strategic Framework of Knowledge Management and defines Maturity Index at three levels for measuring Knowledge Management Practices adopted by an Organization. This paper defines Value of the Knowledge at all the three defined Maturity levels which is based on number of times the knowledge content is viewed, benefits gained against viewing such contents in terms of tangible asset and Socio-Economic Impact. Knowledge Management Practices adopted by Bharat Electronics Limited (BEL) studied and measured at the Maturity Level is de...
International Journal of Knowledge and Systems Science, 2022
This qualitative study aims to examine the maturity level of Indonesian government institutions (IGI) and state-owned enterprises (SEO) in knowledge management (KM). KM maturity is measured using three KM components—people, process, and technology—and categorized using four levels—develop, standardize, optimize, and innovate. This research collected and analyzed various forms of qualitative data, such as secondary data, in-depth interviews, and observations. An integrative case study was conducted and resulted in a clear understanding of the implementation, level, and output of KM maturity in IGI and SEOs. Research findings can be broken down into two outputs: (1) The identification of KM implementation in IGI and SEOs, which formed the basis of our KM mapping plot. KM has become a strategy to manifest bureaucratic reform in IGI to become knowledgeable institutions in disruptive settings; (2) A method to propose KM maturity level. Future research could incorporate the efficacy varia...
Informology, 2023
The purpose of this study was to investigate the relationship between the maturity level of information technology and the maturity level of knowledge management in Tehran Municipality. Methods: The current research was applied in terms of purpose and survey research in terms of method. The statistical population of this research was experts and specialists in the field of information technology and knowledge management in Tehran Municipality. Considering the specialization of the subject, and the number of experts in the fields of information technology and knowledge management, 31 experts in the field of urban management were asked to answer the questionnaires. In this research, to measure the maturity level of information technology and maturity of knowledge management, two standard questionnaires of the maturity level of the Gartner information technology management process and the maturity level of knowledge management from the standard questionnaire of the knowledge management evaluation tool were used. In this research, data analysis was done using SPSS software (version 22). Results: The research indicated that in the maturity of information technology, the level of leadership and information technology management activities in Tehran Municipality, the readiness of customer-oriented service agents, control and evaluation, configuration and asset management, security management, change management, service level management, Accessible management, service and support documentation, capacity management and strategic orientations are in good condition and other components are below 3 average levels. Also, the results in the knowledge management maturity section indicated that in the areas of searching for ideas in all places by organization members, creating marketing strategies and selling the organization's knowledge assets, using learning to support the organization's core competencies, flexibility, and willingness to innovate as The drivers of the learning process were the employees' responsibility for their learning, connecting the organization's members and the external communities by technology, and the rapid availability of technology to the employees. Also, the research results showed that there is no significant relationship between the maturity of information technology management and knowledge management. Conclusion: The results of the research showed that, in general, the maturity of information technology management of Tehran Municipality is at a favorable level, but the maturity level of knowledge management of Tehran Municipality has an unfavorable situation. In the end, suggestions were made to improve the situation.
Knowledge Management Implementation and Its Maturity Level
journal.unair.ac.id
The invention of information technology red uces geographical barriers and changes the way organizations conduct business; enables organizations to easily expand business and customers; drives competitiveness; and a future orientation. The concept of ...
2016
Knowledge management (KM) has evolved as a significant process for managing and exploiting organizational knowledge. However, the literature relating to KM in Army context is limited. The sustainability of an organization relies on the effective use of the organization's knowledge assets and resources. Knowledge is a key asset in equipping defense personnel to accomplish their mission. KM therefore has a major role in assisting Defense to achieve performance excellence. The purpose of this research is to evaluate the extent and effectiveness of KM and indentify factors that influence KM in Ethiopian Defense Force and to indicate possible recommendations for the future implementation. To achieve expected output qualitative research methodology were used, and probability, random and purposive sampling were used because of fitting of the army units geographical settlement. The research found that the extent and effectiveness of KM was very poor, providing significant and important ...
2020
Abstract. The need for electricity globally will increase very rapidly, so is in Indonesia. The Directorate General of Electricity (DGE) has the task of organizing the formulation and implementation of policies in the electricity sector. Yet the DGE faces challenges related to its human resources, of which almost half of the current active employees are having tenure under 10 years. Whereas employees who play a key role and have critical knowledge will end the term of service in the next 5 years. This study aims to find the knowledge management (KM) practices in DGE and measure the KM maturity level to develop KM planning at the DGE. This study utilizes APO’s framework and SECI Model from Nonaka. KM implementation strategies from APQC helps to develop KM planning in DGE. This study found that KM maturity level in DGE is in refinement level. To reduce the KM maturity gap, several factors need to be improved: (1). leadership’s support; (2). employees’ involvement; (3). organizational ...
An Integrated Proposal for a Knowledge Management Implementation & Maturity Assessment Model
2022
The goal of the paper is to suggest a comprehensive and integrated knowledge management implementation and maturity assessment model based on the most common critical success factors and corporate enablers discovered during a systematic overview of the knowledge management maturity models and the related literature review. Summarizing the review leads to the discovery of KMMMs CSFs and key themes, while simultaneously examining the idea of standardization through accepted KM standards and their core principles. To provide a model that can be used by both practitioners and researchers in the future to improve organizational performance and to be used as a tool for knowledge management performance measurement, the implementation stages of the proposed framework, the maturity levels, the proposed assessment measuring tools and methods are presented in an approach that encompasses the core guidelines of ISO 30401.