Knowledge Management Readiness In Organizations
Alanazi Sultan, Christian Bach
Index Terms: Knowledge Management; Organizational Readiness; Business Intelligence; Technology; Decision-making; Intellectual Capital.
Abstract: To generate a comprehensive model of Knowledge Management Readiness In Organizationsintending greater value to its practical applicability. This study was based on both secondary and primary data grounded on the deductive paradigm of social research. Survey with 13 professionals in the current business setting was conducted to justify the research findings. The key criterion of KM Readiness In Organizations, i.e. its dependency on human acts was ignored in many traditional KM models although literary works paid substantial value to the aspect. Applicability of conventional KM models in the current context was also limited. The study lacked consideration to the influence of organizational characteristics on KM practices based on organizational readiness. The number of respondents was also limited for a wide research such as this. As this study was mainly guided by the contemporary beliefs and attributes of organizational management, the developed model is likely to find its worthy applicability in practical experiences. Due emphasis was provided to ethical soundness throughout the paper, confirming its originality and value in terms that anti-plagiarism strictness was taken into context and self-infliction of information was avoided entirely.
 Al-Ghassani, A. M., Kamara, J. M., Anumba, C. J. & Carrillo, P. M. (2002). A Tool For Developing Knowledge Management Strategies. 7, 69-82.
 Desouza, K. C. (2003). Barriers to Effective Use of Knowledge Management Systems in Software Engineering. Communications of the ACM, 46 (1), 99-101.
 Dyer, W. G. Jr., Wilkins, A. L. & Eisenhardt, K. M. (1991). Better Stories, Not Better Constructs, to Generate Better Theory: A Rejoinder to Eisenhardt. The Academy of Management Review, 16 (3), 613-619.
 Eisenhardt, K. M. & Graebner, M. E. (2007). Theory Building from Cases: Opportunities and Challenges. Academy of Management Journal, 50(1), 25-32.
 Gable, G. G. (1994). Integrating case study and survey research methods: an example in information systems. European journal of information systems, 3(2), 112-126.
 Gunjal, B. (2005). Knowledge management: Why do we need it for corporates? Malaysian Journal of Library & Information Science, 10(2), 37-50.
 Hahn, J., & Subramani, M. R. (2000). A framework of knowledge management systems: issues and challenges for theory and practice. In Proceedings of the twenty first international conference on Information systems, 302-312.
 Hansen, M. T., Nohria, N. & Tierney, T. (1999). What’s Your Strategy for Managing Knowledge? Harvard Business Review, 1-11.
 Hassandoust, F., & Kazerouni, M. F. (2011). Implications knowledge sharing through E-Collaboration and Communication Tools. Journal of Knowledge Management, Economics and Information Technology, 1(3).
 McAdam, R. (2000). Knowledge Management as a Catalyst for Innovation within Organizations: A Qualitative Study. Knowledge and Process Management, 7(4), 233-241.
 McDermott, R. (1999). Why information technology inspired but cannot deliver knowledge management. California Management Review. 41(4), 103-117.
 Pawlowski, J. & Bick, M. (2012). The Global Knowledge Management Framework: Towards a Theory for Knowledge Management in Globally Distributed Settings. Electronic Journal of Knowledge Management, 10(1), 92-108.
 Sikes, P., & Piper, H. (Eds.). (2013). Ethics and academic freedom in educational research. Routledge.
 Syed-Ikhsan, S. O. S. & Rowland, F. (2004). Knowledge management in a public organization: a study on the relationship between organizational elements and the performance of knowledge transfer. Journal of knowledge management, 8(2), 95-111.
 Von Krogh, G., Nonaka, I., & Aben, M. (2001). Making the most of your company's knowledge: a strategic framework. Long range planning. 34(4), 421-439.