چکیده:
The critical success factors (CSFs) of knowledge management (KM) systems are considered as areas that must be given the required attention for the successful implementation of knowledge management. In this respect and to reduce the failure risk of knowledge management projects, the current paper aims to arrive at a conceptual model by identifying and prioritizing factors for guiding research into the successful implementation of knowledge management systems. After reviewing the research literature, integration and summarization of the factors and conducting a field study, 26 indicators were found and categorized into five groups. Data were collected in two phases: a) performing semi-structured interviews; b) distribution and collection of questionnaires. The next step was data analysis. Transcripts of the interviews were coded and analysed in the qualitative phase and in the quantitative phase, a Friedman test was used for prioritization; confirmatory factor analysis (CFA) was applied to confirm the factors. In conclusion, the model is proposed and suggestions are offered.
خلاصه ماشینی:
Determination of Critical Success Factors for Knowledge Management Implementation, Using Qualitative and Quantitative Tools (Case study: Bahman Automobile Industry) Mohsen Karami1, Seyed Mehdi Alvani2, Hamid Zare3, Mehdi Kheirandish4 1.
2. What conceptual model can be proposed for knowledge management (KM) system critical success factors (CSFs) in the Bahman automobile industry?
According to studies conducted by researchers about critical success factors, the most significant CSFs for knowledge management system implementation have been gathered in Table 1.
- Employee training - Paying financial and non-financial rewards - Take advantage of special training department - Promotion opportunities - Knowledge oriented evaluation - Recruiting based on knowledge competencies - Promotion based on knowledge competencies Human Resource Management (HRM) - Teamwork culture - Trust culture - Knowledge sharing culture - Participating in doing tasks - Benchmarking Organizational culture - Alignment with company strategies - Top managers' support - Proper budget allocation - Employee empowerment - Strategic KM Goals and strategies KM Successful Implementation - System and user congruence - IT infrastructure - Technological tools prevalence - IT and KM congruence - Information resources distribution networks Information technology (IT) - Standard and flexible knowledge structure - KM special team presence - Knowledge in products and services - Obtain feed-back from employees and customers Organizational factors Fig. 1.
In order to propose a conceptual model for knowledge management system CSFs in the Bahman automobile industry, this model is categorized into five dimensions: "organizational culture", "goals and strategies", "information technology", "organizational factors", "human resource management" and 26 sub-factors (Fig. 1).