Purpose – The purpose of this paper is to share how knowledge management (KM) and quality management can be integrated into a seamless framework and operational model to sustain excellence in performance, and to explore why working from the practitioners outward when implementing this framework and operational model is an effective practice for enabling employees to provide the highest quality product and solution delivery. Design/methodology/approach – The paper provides a brief company context, including the knowledge and quality challenges faced in a rapidly growing company where employees are dispersed at many locations and do not often have the opportunity to meet face‐to‐face. It describes a corporate focus on “Knowledge at the Point of Execution”© and why this is critical to ensuring value to employees, clients, and the corporation. An approach for engaging both workforce and leadership and for moving from concept, to strategy, to implementing practices within the existing company culture is discussed. Findings – This paper presents learnings on some effective approaches for implementing an integrated KM and quality framework and for engaging both workforce and leadership, including communications, events, workshops, and use of KM tools such as story telling, communities of practice, and knowledge assets. Originality/value – This paper presents practical experience on implementing what the authors believe is a unique integration of KM and quality concepts, strategies, and operating practices. It is written for practitioners who are looking for approaches to improve business performance and maintain high levels of quality in their own projects, initiatives, or customer support efforts.
VINE – Emerald Publishing
Published: Jun 20, 2008
Keywords: Knowledge management; Quality management; Business performance