A Review of Knowledge Management Frameworks
Brian Lehaney (Coventry University, UK), Steve Clarke (University of Hull, UK), Elayne Coakes (University of Westminster, UK) and Gillian Jack (University of Glamorgan, UK)
Copyright: © 2004
This research is concerned with developing a framework for the evaluation of an organisation’s potential to engage in knowledge management (an organisation’s ‘KM-readiness’, or KMR). To recap, Chapter 3 offered background information and empirical evidence of issues that need to be considered in organisations, Chapter 4 provided an overview of knowledge management, and Chapter 5 explored organisational structure, strategy, and culture in the context of knowledge management. Discussion thus far would not be sufficient to provide a robust and reasoned framework. This chapter is intended to accumulate some further and more focussed ideas as to what should be in a KMR framework, and to assist in the understanding of the material presented here and further on in this thesis. This chapter, therefore, provides a comprehensive review of published knowledge management frameworks that purport to address evaluation, implementation, and other connected areas. Before continuing, it is important to set this exercise in context. The review of frameworks is distinct from a review of literature in which the frameworks are presented. The latter is not intended here. For example, a review of a paper may involve a comprehensive critique, which includes exploration into the general area of research, clarification of the hypothesis, detailed examination of research methods and methodology, literature review, and comprehensive examination of data representation and quality. Such a review would consider the presentation of the paper, and it would critically reflect on the overall purpose of the paper and contribution made to new knowledge, either conceptual or practical. This review focuses solely on the frameworks presented in a paper and in particular those that may address evaluation of knowledge management in an organisation.