What are the critical success factors for knowledge management? : a case study within the Maltese public sector

Abstract

Knowledge is described as a continuing process with which individuals seek to validate that what is affirmed is actually real. Long acknowledged by ancient philosophers, the concept of knowledge is still significantly predominant in present days. In the framework of business organisations, knowledge is associated with the skill and expertise that is required for producing outputs. Successful operations are thus very well determined by the knowledge and experience of their members. It is through the continuous development of knowledge that an organisation can perform successfully. In their process, decision makers integrate the elements of an extensive range of knowledge and data that are accessible in the organisation. As a result, a problem is understood better and more knowledge is produced. Regarding knowledge as a considerably important contributor towards sustained competitive advantage in organisations has rendered its management ever more significant. The success of an organisation rests on the development of its intellectual capital. Notwithstanding the generally agreed upon proposition that knowledge management augments firm performance, the failure of its implementation is to a great extent noticeable. This research will enquire about a number of organisation attributes called critical success factors that, if available, are thought to bring about the beneficial implementation of knowledge management initiative. This research proposes a model in terms of a number of factors that effectuate advantageous knowledge management. The models are based on a sample of 148 employees employed within diverse public sector entities in Malta. The decision to focus on the public sector resulted from the evident lack of research about knowledge management in the sector. The models depict how the various factors of leadership (support from top management), people management, organisation culture, an aligned knowledge management strategy, and adequate technological infrastructure; have a positive effect on the effective application of knowledge management. The study shows that the most to have a positive contribution on the management of knowledge is organisation culture based on trust, commitment, and collaboration in the organisation. The notion that the culture in an organisation controls the acceptance levels for ‘welcoming’ a knowledge management action is confirmed. The second critical success factor to mostly contribute resulted to be an aligned knowledge management strategy. Additionally, results from the research questionnaire revealed some important characteristics that are present in public sector entities, which add to the number of components that shape actions for managing knowledge. Clearly, it was observed that the power to make decisions in the surveyed public sector entities is chiefly concentrated at the top management levels. The behaviour of public sector employees is to a great extent governed by standard rules and procedures. A good collaboration in the work place was generally agreed upon.