Purpose – This purpose of this paper is to synthesize and propose the indicators of knowledge management capability (KMC) in different knowledge management (KM) processes to assess KM effectiveness. It also intends to provide useful indicators for those who are interested in the study of KMC to create effective KM, who can utilize the aforementioned indicators as guidelines in the development of empirical definitions by testing them. Design/methodology/approach – This paper is a literature review research, through which indicators of KMC for KM effectiveness are synthesized, utilizing related documents, literature and other research studies and the characteristics of which are evaluated by the KM experts as specified in qualitative research. Findings – The results of the research suggest two main aspects of KMC for KM effectiveness: first, a resource‐based perspective, which comprises technology, structure and culture; and second, a knowledge‐based perspective, which comprises expertise, learning and information. It is suggested that there are 84 indicators in KMC for KM effectiveness, which can be divided into: 22 indicators on KMC‐knowledge acquisition; 21 indicators on KMC‐knowledge creation; 19 indicators on KMC‐knowledge storage; and 22 indicators on KMC‐knowledge application. Originality/value – Apparently the existing research concerning KMC does not reveal clear conclusions nor designate indicators of KMC in both aspects: resource‐based perspective and knowledge‐based perspective. The consequence is a lack of direction and precision in developing KMC to achieve its effectiveness. This paper therefore provides clear visions on important aspects of KMC whereby the various indicators of their components need to be developed to enrich the concept and further the development of KM. It also provides future researchers with useful means to assess the KM effectiveness in different KM processes.
VINE – Emerald Publishing
Published: May 18, 2010
Keywords: Knowledge management; Knowledge processes; Quality indicators
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