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I found both reports very interesting and am still digesting them. My dissertation back in the 90s looked at the impact of organizational memory (what KM was called at the time) on productivity. I found many of the same problems and actually came up with some similar numbers. My methodology was a longitudinal case study of an engineering organization so I went real deep into a single organization, my findings are solid but there are weaknesses in generalizing the results to all organizations. I followed this up with a detailed study in a different organization on how to measure knowledge loss with departing employees, similar approach, similar weakness. I've since done wider research into how to measure KM success, also with good results but some weakness. I've shared all this with the group before so am not trying to push it. What I did want to say is that I did see things that could be used as measures of maturity. I don't have time now to go into all of them but will say they are in the Jennex Olfman KM Success Model. The item I will go into depth on is the one item I think is the most telling on maturity, and that is the likelihood that an employee will go to the KM system when they have a problem. The measure I used is based off the Perceived Benefit Model of Thompson, Higgins, and Howell (1991) which is based of the Theory of Reasoned Action (Triandis). This model is useful as it recognizes that we are looking at voluntary usage and so if the members of the organization are saying that they will use the system when they have an issue then they are basically saying they trust the KMS and the knowledge retrieved from it. The higher the perceived benefit the more mature the KMS as it shows that the KMS has appropriate knowledge that can be found and retrieved easily. I like this measure as it removes the context specifics of the KM in a specific organization and just focuses on how well the KMS works.
As to factors that could go into KM maturity measures: leadership support and use, impact on business processes, alignment of KM with organizational strategy, constantly evolving KM and knowledge content strategies, search and retrieval functions, knowledge content and its vitality (how often it is added to, reviewed, etc.), automatic knowledge capture, security, etc.
My track at the HICSS conference has a minitrack that focuses on KM value and performance measurements so yes, I agree that maturity ties strongly to value. Mature KM has defined and recognized value, immature KM may not.
Just some thoughts....murray jennex
From: Elizabeth Winter <elizabeth.winter@...>
To: main@SIKM.groups.io <main@SIKM.groups.io>
Sent: Tue, Apr 13, 2021 5:58 am
Subject: Re: [SIKM] Knowledge Management Maturity Baseline #guidelines #institutionalization #maturity
And as others have mentioned, APQC is a great source for info. on KM best practices. They offer members a maturity assessment your organization can perform to benchmark and complete once a year to assess your KM maturity. Knowledge Management Capability Assessment Tool | APQC
Also, this study just published by Spiceworks / Ziff Davis may be of use. It is the one I’ve been looking for, for years: RE4MDJC (microsoft.com) Commissioned by Microsoft (in service of promoting their new SharePoint Syntex and Viva Topics products), it contains this “killer stat” (p. 12) I’ve been using with my organization to promote the strategic importance and business value of Knowledge Management:
Hope this helps!
Knowledge Management Program Manager
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From: main@SIKM.groups.io <main@SIKM.groups.io> On Behalf Of Jonathan Norman via groups.io
Sent: Tuesday, April 13, 2021 8:16 AM
Subject: [SIKM] Knowledge Management Maturity Baseline #guidelines #institutionalization #maturity
I saw this intriguing piece of research - which was published a year or two ago: Inefficient Knowledge Sharing Costs Businesses $47 Million Annually (panopto.com) and I wondered whether anyone has come across any kind of KM maturity baseline for teams and organizations? Any advice or links gratefully received. Jonathan
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