Strategies for KM Implementation: UK Case Study Perspectives.

Within the United Kingdom the MeCTIP model and supporting 'Benchmarking KM' assessment tool (Moffett et al., 2000) provide a framework for organisations to identify Knowledge Management (KM) implementation opportunities, gaps and limitations. Based on the MeCTIP concept, following a large-scale empirical study undertaken in 2009 with 588 UK organisations from various organisations types, sizes and sectors, a knowledge taxonomy was created based on success of KM implementation. Each of the 588 participant organisations were classified across a KM continuum, six categories existed namely beginners, laggards, non-viewers, emergers, progressors and achievers. Categorisation focused on the implementation approach that each organisation adopted from non-viewer, ad-hoc implementation to those that focused on KM elements, such as cultural aspects or technical approaches, to those that had a strong combination of people, process and technology for successful KM initiatives. From each category a number of companies were selected for further in-depth qualitative review. Case study research was conducted to obtain a deep, qualitative analysis of KM implementation processes. A total of eight organisations were selected for multi-level analysis, gaining in-depth views of strategic and operational KM from a range of employees. This paper presents the findings of this 'KM in Action' approach, identifying KM implementation strategies. Qualitative findings are applied to support current literature, anecdotal quotations provide insight into the views of those involved in the KM implementation journey. This paper contributes to the 'Knowledge in Action' track as it uncovers some interesting insights as to how and why UK organisations have chosen to adopt KM initiatives and the pitfalls/benefits they have found on the implementation journey. Audience participants will be able to critically assess the approaches undertaken to cherry pick any useful techniques for their own organisations (practitioner perspective) or to enhance their own research agenda. [ABSTRACT FROM AUTHOR]