Knowledge Management in Nonprofit Settings: A Case Study of Indigenous Knowledge Management

Knowledge Management in Nonprofit Settings: A Case Study of Indigenous Knowledge Management

Tariq Zaman, Alvin Wee Yeo, Narayanan Kulathuramaiyer
DOI: 10.4018/ijpada.2014100103
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A well formulated framework depicts the embedded relationships between influencing factors and provides a simplified and assimilative description of the complex knowledge management systems. In organizations, creation of models and frameworks for designing knowledge management tools is a well established practice while there is a lack of a comprehensive framework for Indigenous Knowledge Management System (IKMS). Hence, the research question addressed in this paper is whether the organisational knowledge management frameworks can be used to strategies Indigenous Knowledge Management (IKM) in a meaningful way. The paper presents Balanced Scorecard (BSc) for IKM in indigenous communities as a case study of nonprofit setting. With the help of empirical data, this work explains the four main strategic management processes of BSc approach. The paper argues that, although BSc is found to be useful in many organisations and indigenous community related project, care should be taken when it is implemented for IKM, where the nature of management activities is totally different.
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3. Balanced Scorecard

The BSc is a strategic planning and performance management system that has already a documented history of successful implementation in several industries and enterprise knowledge management initiatives. The BSc approach was first introduced by Robert S. Kaplan and David P. Norton in 1990 (Kaplan & Norton, 1996). The information that the model requires is premised on the financial perspective, and adds three more non-financial perspectives, namely the customer satisfaction, internal business processes, and learning and innovation perspectives. In this way, the model balances financial and non-financial performance measurement and management (Chen, Yang, Chen, Chen, & Chen, 2010). These four perspectives are balanced in the sense that organisations are required to think in terms of all the four perspectives holistically to prevent a situation in which improvements are made in one area at the expense of another.

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