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This paper is based on the premise that public officials in developing countries lack the necessary skills to implement Knowledge Management (KM) successfully, so a framework is required to facilitate this process. South Africa is the case study. It is therefore necessary to develop a Knowledge Management Implementation Framework (KMIF). Consequently, one of the objectives of this paper is to validate this need and then outline a KMIF that can help government departments in developing countries implement KM and foster a KM culture. A mixed methodology approach was used, combining qualitative and quantitative data collection. Based on the Taro Yamane formula, 139 people were selected from a target population of 221 officials involved in KM in the South African government. DATAtab, a web-based statistics application, was used to analyze the responses. A comprehensive review of several secondary literature sources was carried out. For the literature review, relevant peer-reviewed articles were downloaded from Google Scholar, ResearchGate, Scopus, and Phil Papers. The study posits that officials charged with KM implementation in the South African government lack the necessary implementation skillset, that a need for a KMIF exists, and subsequently outlines a three-stage KMIF to facilitate their efforts. This study recommends that the proposed three-stage KMIF be adopted since it will provide the government (i) a simplified and structured way of realizing KM; (ii) it will be an effective tool that officials can use to guide them on how to implement KM, and (iii) it will cultivate a KM culture within the government. Even though the study is original to the South African government, the findings, however, may be applied to other emerging governments in Africa and beyond. Despite its theoretical nature, the paper lacks empirical validation, leaving it open to further investigation.

The implementation of systems to manage the knowledge of organizations requires robust technical and non-technical support in other to be successful. Knowledge management systems integrate people, processes, and technology. These systems result in changes in the operations and processes in organizations. The study assessed knowledge management systems from the two main perspectives (technical and non-technical) by emphasizing the technologies that drive the creation, processing, sharing, and storage of knowledge. From the nontechnological perspective, the study focussed on the interaction of people, process and that promote KM. This paved the way for the discussion of the various perspectives or procedures for the deployment and implementation of KM systems in organizations. The study established some protocols and methodology for implementing KM practices in organizations.

Knowledge and knowledge management started to be an option of organizational strategic step for reach organizational objectives and goals. Knowledge management believed to resolve organizational problem in managing their organizational and individual knowledge. Implementation of knowledge management (KM) has received increased interests. This paper aims to discuss KM models based on KM related definitions, concepts, functions, activities and approaches. Literatures on knowledge management models were collected from a number of sources. Each document then was analyzed and categorized in a certain group. The study shows that there are four categories of KM models i.e.: process, strategy, knowledge type, and maturity based knowledge management models.

This qualitative study aims to examine the maturity level of Indonesian government institutions (IGI) and state-owned enterprises (SEO) in knowledge management (KM). KM maturity is measured using three KM components—people, process, and technology—and categorized using four levels—develop, standardize, optimize, and innovate. This research collected and analyzed various forms of qualitative data, such as secondary data, in-depth interviews, and observations. An integrative case study was conducted and resulted in a clear understanding of the implementation, level, and output of KM maturity in IGI and SEOs. Research findings can be broken down into two outputs: (1) The identification of KM implementation in IGI and SEOs, which formed the basis of our KM mapping plot. KM has become a strategy to manifest bureaucratic reform in IGI to become knowledgeable institutions in disruptive settings; (2) A method to propose KM maturity level. Future research could incorporate the efficacy variables of KM implementation and develop KM maturity typology criteria.

Background Knowledge management (KM) holds a major influence on the effective delivery of services in government departments as it is tactically affiliated to the formation, composition, and sharing of information to prevent ‘reinvention of the wheel’ by staffs when performing their jobs. However, few government departments within the South African context have implemented formal KM initiatives. Objectives This research sought to examine the KwaZulu-Natal Department of Public Works (Pietermaritzburg) employees’ awareness of any KM initiatives, their benefits, and barriers that are preventing the successful implementation of a formal initiative. Method A survey research approach was utilised in which structured questionnaires were administered to respondents. Data were analysed using the Statistical Package for the Social Science (SPSS). Results The research established that KM initiatives are being practiced informally within the Department and there is a reasonably high level of awareness of these initiatives together with the benefits associated with them. The lack of a dedicated unit for KM and KM professionals are some of the barriers to the successful implementation of formal initiatives. Conclusion The research concluded that the Department is in dire need of a formal KM initiative to reap the potential benefits and improve service delivery.

Companies wish to understand (1) the need for knowledge management implementation (KMI) and (2) its possible enablers and outcomes to facilitate its success. This study aims to provide a generic picture by identifying the awareness level of Turkish companies and their recognized key enablers and outcomes of KMI in supply chains. After determining influencing factors (internal and external) and short-term (internal and external) and long-term outcomes (sustainability) of KMI, they are evaluated by 82 respondents from 74 Turkish manufacturing companies which are members of supply chains. The results suggest that Turkish companies have implemented KM except four of the surveyed companies. The study identifies corporate culture as an internal enabler and market and customers as external enablers as the most apparent contributors of KMI. Regarding their focus on the outcomes, interviewees believe that KMI helps them achieve short-term outcomes more as opposed to long-term outcomes (sustainability). The study has also surprising results: while collaboration emerges to be a weak outcome, only the economic dimension of sustainability appears as an outcome of KMI. The results may imply that Turkish companies do not properly recognize, implement, and therefore realize the fundamental outcomes of KMI in their respective supply chains. The results also indicate that they mainly focus on their internal issues (production and organizational structure) instead of focusing on external issues (customers, market, and other chain members).

Knowledge management (KM) is crucial to ensure that business enterprises effectively leverage existing knowledge within the organization and produce faster and more effective decision-making. This article analyses the importance of KM in the construction industry in Portugal and investigates the perception of experienced professionals on the implementation of KM in this industry, its benefits, and restrictions to its implementation, and how knowledge is obtained and shared. A survey was conducted among experienced professionals working in the largest construction companies in Portugal-administrators, project managers, and budget officers. The validity and reliability of the results were achieved by statistically evaluating the respondents' answers to the variables under study. From the analysis of the results, the relevance of KM is evident, and its greatest benefits are the sharing of information and the exchange of experiences. The lessons learned from completed projects and work meetings are pointed out as the most effective and usual ways to obtain knowledge, but there is a pressing need for a change in mentality to overcome the main barrier to the implementation of KM. This study aims to help construction companies in Portugal to develop strategies to implement KM and knowledge sharing.

This study examines the influence of employee motivation (intrinsic motivation and extrinsic motivation), social interaction (interpersonal trust, openness in communication, and social reciprocity), and knowledge management (KM) strategy (codification knowledge strategy and personalization knowledge strategy) on KM implementation level. Based on a survey of 243 senior executives from large organizations in Taiwan, this study uses a structural equation modeling approach to investigate the research model. The results showed that employee motivation, social interaction, and KM strategy are closely related to level of KM implementation. However, codification knowledge strategy did not significantly influence KM implementation level. Given the importance of KM implementation in contemporary organizations and also in the future, the findings of this study are designed to enable business managers or policy-makers in formulating policies and targeting appropriate organizational enablers to support effective KM implementation. Implications for KM research and practice are discussed.

Purpose - The objective of this paper is to develop baseline data on knowledge management (KM) initiatives of business organizations in the United Arab Emirates (UAE). UAE is a rapidly growing economy in the Arabian Gulf region and it is timely to assess KM initiatives of UAE companies and the barriers and challenges they face in KM adoption and implementation.Design methodology approach - A survey research design was used to collect data on KM practices of a sample of companies based in the emirates of Dubai and Abu Dhabi.Findings - Importance of KM practices is gradually being recognized in UAE and several organizations have initiated a number of KM-related programs. Most KM initiatives are focused on explicit knowledge, and companies are investing significant resources in building their ICT infrastructure. The study documents the importance of a companywide KM strategy, top management commitment, proactive HRM policies, and a supportive cultural environment as the critical success factors to advance KM practice and theory in UAE.Research limitations implications - The study employed a non-probability sample which limits its ability to generalize findings to the larger population of UAE business organizations.Practical implications - The study offers much-needed baseline data on KM initiatives of UAE companies, the benefits they associate with KM and barriers they must overcome to implement KM practices. These baseline data are expected to encourage further research on KM in UAE and other Gulf countries.Originality value - The study represents a first systematic and comprehensive attempt at reporting baseline data on KM adoption in UAE.

Background The field of skills development has seen a paradigm shift in recent years, with knowledge management (KM) emerging as a pivotal aspect of improving training programmes. Skills development providers (SDPs) play a crucial role in bridging the skills gap in various industries. Objectives The primary objectives of this research were to assess the current state of KM practices in SDPs and identify the key factors that influence the successful implementation of KM systems. Method A quantitative method was used for this study, and the method consisted of 237 respondents who were sampled using the convenience sampling technique. The population consisted of the employees of the SDPs within the North West province in South Africa. Results Preliminary findings indicate that the concept of KM is known and comprehended in the skills sector. Moreover, KM processes, systems and/or tools and drivers are prevalent within the SDPs. However, it is revealed that the KM barriers and challenges are still experienced within the SDPs. Conclusion This research article concludes that KM is an indispensable tool for modern SDPs. It not only improves the quality of training but also ensures the longevity and adaptability of these organisations. Contribution This research article makes a significant contribution to the field of KM in SDPs by providing a comprehensive understanding of its role and impact.