A stage model of knowledge management: an empirical investigation of process and effectiveness

Abstract

Knowledge management (KM) is now widely recognized to be important to the success or failure of business management. Seeking to better understand the determinants of the evolution of KM, this study focuses on two main problems: (1) whether firms change their KM processes over time to improve KM effectiveness as well as develop their KM practices, and (2) whether socio-technical support results in more mature KM practices. This study draws on the previous literature to identify key dimensions of KM process (knowledge acquisition, knowledge conversion, knowledge application and knowledge protection), KM effectiveness (individual-level and organizational-level KM effectiveness) and socio-technical support (organizational support and information technology diffusion). The evolution of these dimensions is studied in the form of a stage model of KM that includes initiation, development, and mature stages. Data gathered from 141 senior executives in large Taiwanese organizations were employed to test the propositions. The results show that different stages of KM evolution can be distinguished across dimensions of KM process, KM effectiveness, and socio-technical support. Implications for organizations are also discussed.