SMART KM model. The integrated knowledge management framework for organisational excellence
| Date | 06 April 2017 |
| DOI | https://doi.org/10.1108/WJSTSD-01-2017-0001 |
| Pages | 172-193 |
| Published date | 06 April 2017 |
| Author | Allam Ahmed,Mohamed Elhag |
| Subject Matter | Public policy & environmental management,Environmental technology & innovation |
SMART KM model
The integrated knowledge management
framework for organisational excellence
Allam Ahmed
School of Business, Management and Economics, University of Sussex,
Brighton, UK, and
Mohamed Elhag
Ernst & Young, Doha, Qatar
Abstract
Purpose –The purpose of this paper is to critically address the key issues facing organisations in
implementing knowledge management (KM) initiatives and frameworks and how to develop fit-for-purpose
an integrated knowledge management framework (KMF) for organisational excellence. In doing so, the paper
critically review concepts, frameworks and models of KM to introduce the SMART KM model to support the
successful introduction of KM to an organisation through systematic and well-defined steps. In addition to
well-founded theories, SMART KM model is also driven by best-in-class KM practices from a number of
industries and sectors. SMART KM contains number of business components which supports knowledge
flow throughout the organisations which can be tailored to achieve the organisation-specific goals and
objectives in alignment with the adopted operating model. Throughout the paper, numberof key issues facing
organisations in implementing KM initiatives will be introduced and discussed. The readers would also be
able to realise the design principles supporting SMART KM model and how it can be used to improve
performance and achieve organisational excellence.
Design/methodology/approach –The paper provides an in-depth and critical review of the literature and
theories on KM. In doing so, several sources have been reviewed and consulted including various mainstream
referred journals focussing on KM, change management, management, HR, social science, strategy, etc. as
well as books, online databases, governmental reports and statistics, etc.
Findings –All organisations are demanding better justification for investments in any KM initiative and
expected outcomes. Therefore, we must ensure that KM initiatives are directly linked to the organisation’s
business strategy. Moreover, we must also ensure that there are performance measurements in place to
evaluate the success of the proposed KMF or KM initiative.
Originality/value –The SMART KMF is unique as it considers a number of paradigms and key
organisation facets to assure successful deployment of KM practices and long-term sustainability of the
associated benefits.
Keywords Knowledge management, Performance management, Information management,
Business excellence, Operations management, KM frameworks
Paper type Technical paper
Introduction
Every year the debate and discussion about knowledge and knowledge management (KM)
increase as our organisations become more complex. Organisational excellence with an
integrated knowledge management framework (KMF) is becoming the rule rather than the
exception. Through globalisation and complex work processes, KM has become an
increasingly crucial success factor for both public and private sectors.
However, despite the growing emphasis on the importance of KM in enhancing
the organisations’capabilities and the overall operational excellence, the failure
World Journal of Science,
Technology and Sustainable
Development
Vol. 14 No. 2/3, 2017
pp. 172-193
© Emerald PublishingLimited
2042-5945
DOI 10.1108/WJSTSD-01-2017-0001
The current issue and full text archive of this journal is available on Emerald Insight at:
www.emeraldinsight.com/2042-5945.htm
The authorswould like to acknowledgethat while thispaper has the same title astheir book publishedin
2014 entitled Smart KM Model: An Integrated Knowledge Management Framework for Organizational
Excellence, both the paper and the book are different in their scope and focus. The book discusses the
process of managing knowledge within the organisations and the current paper proposes the new
SMART KM model asa tool to effectively manage knowledge within the organisations.
172
WJSTSD
14,2/3
rate has been considerably high (see Butler, 2003; Schultze and Boland, 2000). Among the
various challenges facing KM implementations, both KM researchers and practitioners
agreed on the need of the establishment of appropriate KMF.
The purpose of this paper is to critically address the key issues facing organisations in
implementing KMF and/or KM initiatives and how to develop fit-for-purpose KMF for
organisational excellence. Moreover, the paper also aims to enhance our knowledge and
understanding of the various concepts, frameworks and models of KM and how to make the
case for KM within organisations.
The first part of the paper reviews some of the literature and theories on knowledge and
KM as to how useful these theories, tools and models would be to different organisations
that are trying to bring about change in the public and private sectors. Particular focus and
emphasis will be on the practice and challenges of KM within various international public
and private organisations.
In the second part we will explore the various reasons and rationale for adopting
a holistic approach to successful KM implementation within organisations including
the need for deeper understanding of organisational change with focus on the context
and processes.
The third part of the paper will introduce the newly developed KM model (SMART KM)
which presents a unique integrated solution ensuring that KM becomes part of the
organisational culture through the appropriate integration with number of organisation
facets such as strategy, management systems, ICT and support services.
Finally, we will provide a conclusion for a successful implementation of SMART KM
model in organisations as well as a checklist table (Table I) of various key issues to be taken
into consideration.
Phase Template name
Initiation Formal business case
KM project scope identification
Project plan
Best practice report
KM gap analysis reports
Recommendation for KM strategic options
KM strategy
Benefits map
Development Quick wins plan
Process/procedure presentation templates
Detailed project
KM system specification
Alignment with quality/excellence practices/management systems
KMO operating model
HR policies
Deployment KM deployment plan
Change management strategy
Change management plan
Communication plan
Training and coaching plan
communications campaign package
Stakeholders engagement plan
Sustainability KM sustainability strategy
KM technology roadmap
Performance management framework
Table I.
SMART KM model
development checklist
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SMART KM
model
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