Factors in the implementation of a sustainable knowledge management programme

PurposeKnowledge Management (KM) is by now a recognized term, increasinglyaccepted in the corporate community. This research contributes a betterunderstanding of its implementation by providing a list a factors, which thougheach seems self-evident, their combination, and the experience acquired inapplying them would support practitioners applying KM, and constitute astepping stone for researchers for deepening the knowledge about it.Research contextIsrael Aircraft Industries (IAI), where this research has been conducted, is alarge aerospace and defence company that has gone through a changeprocess inclusive of KM implementation.Research approachA qualitative research strategy with a constructivist paradigm using actionresearch (the author also being the director of knowledge of the company), wasused. A case study methodology has been utilized over five divisionsrepresenting the average KM performance in the company. Sources ofinformation have included questionnaires, interviews, data from the variousmanagement tools employed by the programme, and author's observations.Success factors for KM implementationThe factors relevant to the General Manager of an organization and to theKnowledge Manager were found to be: The profile of the knowledge manager. The perception of relevance of KM to the business. A structured framework for the organization to follow. The acceptance of long term values. Management support. The openness of the General Manager to external knowledge. The knowledge manager's initiative. Originality is found in: Application of a comprehensive KM framework, its procedures andmeasures. A multi-level measurement of KM goals as a link to the organization'sbusiness goals. Application of the Hoshin Kanri method for the management of KM. Application of a staged assessment of maturity for a KMimplementation. The factors mentioned above, their peculiar combination and furtherunderstanding of the GM and the knowledge manager roles.