Knowledge Management Capability Framework

  • Birinder Sandhawalia
  • Darren Dalcher
Part of the IFIP – The International Federation for Information Processing book series (IFIPAICT, volume 270)

This paper presents a Knowledge Management Capability framework based upon an empirical case study conducted at a CMM Level 5 software project organisation. The paper discusses the development of the organisation’s knowledge management (KM) initiative from its initial state, to an organisational state where the KM practices are institutionalised and embedded within the daily activities and work methods of the organisation. The organisation’s KM initiative is analysed through the development of two KM capabilities, namely infrastructure and processes, which were examined in depth while conducting the case study, and form the basis for the KM Capability Framework. The resulting framework helps organisations to analyse any imbalance that may exist in their KM initiative and needs to be addressed. In doing so, the framework benefits organisations in making corrections and restoring balance between their KM infrastructure and process capabilities, thereby improving the path of successful KM implementation towards a state of organisational KM capability.


Knowledge Knowledge management (KM) Knowledge management capabilities Knowledge management infrastructure Knowledge management processes Knowledge Management Capability Framework 


  1. Alavi, M and Leidner, D.E, ‘Knowledge Management and Knowledge Management Systems: Conceptual Foundations and Research Issues,’ MIS Quarterly Vol 25 No 1, pp 107-136, March 2001.CrossRefGoogle Scholar
  2. Davenport, T.H and Prusak, L, ‘Working Knowledge,’ Harvard Business School Press, Boston, 1998.Google Scholar
  3. DeLong, D, ‘Building the Knowledge Based Organization: how Culture Drives Knowledge Behaviours,’ Working Paper, Ernst & Young’s Centre for Business Innovation, Boston, 1997.Google Scholar
  4. Eskerod, P and Skriver, H.J, ‘Organizational Culture Restraining In-house Knowledge Transfer Between Project Managers-A Case Study,’ Project Management Journal, vol. 38, no. 1, pp. 110-122, March 2007.Google Scholar
  5. Gold, A.H, Malhotra, A, and Segars, A.H, ‘Knowledge Management: An Organizational Capabilities Perspective,’ Journal of Management Information Systems, Vol18, No 1, pp 185-214, Summer 2001.Google Scholar
  6. Grant, R.M, ‘Prospering in Dynamically-Competitive Environments: Organizational Capability as Knowledge Integration,’ Organization Science Vol7 No 4, pp 375-387, July-August, 1996.CrossRefGoogle Scholar
  7. Ivers, J, ‘Bringing Out Brilliance: Enabling Knowledge Creation in the Notes/Domino Environment, Enterprise Solutions, pp 24-27, November/December 1998Google Scholar
  8. Khalifa, M, and Liu, V, Determinants of Successful Knowledge Management Programs, Electronic Journal on Knowledge Management, Vol 1, No 2, pp 103-112, 2003.Google Scholar
  9. Leonard-Barton, D, ‘Wellsprings of Knowledge: Building and Sustaining the Source of Innovation,’ Harvard Business School Press, Boston, 1995.Google Scholar
  10. Nonaka, I and Takeuchi, H, ‘The Knowledge Creating Company: How Japanese Companies Create the Dynamics of Innovation,’ Oxford University Press, New York, 1995.Google Scholar
  11. O’Dell, C. and Grayson, C, “If only we knew what we know: Identification and transfer of internal best practices,” California Management Review Vol. 40, No. 3, pp. 154-174, 1998.Google Scholar
  12. Polanyi, M, ‘The Tacit Dimension,’ Routledge and Keon Paul, London, 1967. Google Scholar
  13. Skyrme, D, and Amidon, D, ‘New Measures of Success,’ Journal of Business Strategy, pp 20-24, January/February 1998.Google Scholar
  14. Spender, J.C, ‘Making Knowledge the Basis of a Dynamic Theory of the Firm,’ Strategic Management Journal Vol 17, pp 45-62, Special Issue 1996.Google Scholar
  15. Styhre, A, ‘Knowledge Management beyond codification: knowing as practice/concept,’ Journal of Knowledge Management, Vol 7 No 5, pp 32-40, 2003.CrossRefGoogle Scholar
  16. Teece, D, ‘Capturing Value from Knowledge Assets: the New Economy, Markets for Know-How and Intangible Assets,’ California Management Review, Vol 40, No 3, pp 55-79, 1998.Google Scholar
  17. Wenger, E, and Snyder, W, ‘Communities of Practice: The Organizational Frontier,’ Harvard Business Review, Vol 78, No 1, pp 139-145, 2000.Google Scholar

Copyright information

© International Federation for Information Processing 2008

Authors and Affiliations

  • Birinder Sandhawalia
    • 1
  • Darren Dalcher
    • 1
  1. 1.School of Computing ScienceMiddlesex UniversityUK

Personalised recommendations