As investments in Knowledge Management (KM) initiatives grow, there is an increasing need for coherent and comprehensible principles and practices to guide KM implementation efforts. Academics and practitioners have proposed various KM Maturity Models (KMMM) to formally capture the KM development process by assessing the extent to which KM is explicitly defined, managed, controlled, and effecti...

This paper describes an ontology-based software infrastructure for retaining and maintaining theoretical Knowledge Management Maturity Models (ONTOKNOM3) by the use of a KM Maturity Model Ontology. Moreover ONTOKNOM3 provides technical means for designing a web-based system, that supports the form-based self-evaluation of an organization with regard to its current maturity level, as well as for...

In order to keep up with the continuously increasing competition and to obtain competitive advantage, software developer organizations (SDO) need to possess the characteristics of Learning Software Organizations (LSO). Maturity is directly related to both learning and knowledge management (KM). However, the major software process improvement (SPI) approaches do not explicitly address how learni...

This paper discusses the possibility of a growing tension between employee progression and capability development which emerges as a result of talent management strategies. It is argued that the inter-relationship between the increasing trend to develop talent management strategies, combined with skills shortages and the attitudes of ‘Generation Y’ employees, leads to the outcomes being, potent...

A Model of Organizational Knowledge Management Maturity based on People, Process, and Technology L.G. Pee A. Kankanhalli Dept. of Information Systems School of Computing National University of Singapore (Forthcoming Journal of Information and Knowledge Management) Abstract Organizations are increasingly investing in knowledge management (KM) initiatives to promote the sharing, application, and ...

The creation and the use of knowledge have increasingly been regarded as important issues for management. A wide range of studies have investigated this topic during the past decade. Notwithstanding these contributions, very little systematic attention has been paid to the linkages between knowledge capabilities and strategy implementation. Drawing from knowledge capabilities theory and strateg...

How to cite this article: Esterhuizen, D., Schutte, C. & Du Toit, A., 2012, ‘A knowledge management framework to grow innovation capability maturity’, SA Journal of Information Management 14(1), Art. #495, 10 pages. http://dx.doi.org/10.4102/ sajim.v14i1.495 Background: Innovation is a key prerequisite for being organisationally competitive. Therefore, it is imperative that enterprises grow and...

Knowledge management capability (KMC) is the source for organizations to gain the sustainable competitive advantage. KMC evaluation is a required work with strategic significance. However it still has not been addressed in the existing literatures. So the objective of this study is to investigate a fuzzy multiple attributes decision-making method (FMADM) for evaluating KMC. In this paper, a fra...

Although many assessment tools and methodologies for measuring knowledge management capabilities are becoming available in the practitioner world, none of them has been tested for validity. In this paper, we first present a knowledge management capability assessment (KMCA) methodology for determining the capability levels of an organization in various knowledge areas. The KMCA defines the knowl...

Public organizations are increasingly embracing knowledge management (KM) tools and practices. However, there is a lack of understanding and empirical research in the public context to offer relevant insights. This study examines how KM influences public organizations’ performance through the concept of KM capability. KM capability represents an organization’s ability to capture, share, apply, ...