Welcome to the InfoSci Platform
Reference Hub3
Enhancing Performance Through Knowledge Management: A Holistic Framework

Enhancing Performance Through Knowledge Management: A Holistic Framework

Anne P. Mussey, V. Ramesh, Mitzi M. Montoya-Weiss
Copyright: © 2005 |Volume: 1 |Issue: 4 |Pages: 20
ISSN: 1548-0666|EISSN: 1548-0658|ISSN: 1548-0666|EISBN13: 9781615204069|EISSN: 1548-0658|DOI: 10.4018/jkm.2005100102
Cite Article Cite Article

MLA

Mussey, Anne P., et al. "Enhancing Performance Through Knowledge Management: A Holistic Framework." IJKM vol.1, no.4 2005: pp.23-42. http://doi.org/10.4018/jkm.2005100102

APA

Mussey, A. P., Ramesh, V., & Montoya-Weiss, M. M. (2005). Enhancing Performance Through Knowledge Management: A Holistic Framework. International Journal of Knowledge Management (IJKM), 1(4), 23-42. http://doi.org/10.4018/jkm.2005100102

Chicago

Mussey, Anne P., V. Ramesh, and Mitzi M. Montoya-Weiss. "Enhancing Performance Through Knowledge Management: A Holistic Framework," International Journal of Knowledge Management (IJKM) 1, no.4: 23-42. http://doi.org/10.4018/jkm.2005100102

Export Reference

Mendeley
Favorite Full-Issue Download

Abstract

Knowledge management (KM) has gained increasing attention since the mid-1990s. A KM strategy involves consciously helping people share and put knowledge into action. However, before an organization can realize the promise of KM, a fundamental question needs to be asked: What performance goal(s) is the organization trying to achieve? In this paper, we develop and offer a framework that provides a holistic view of the performance environment surrounding organizational knowledge work. We illustrate the KM framework using two organizational case studies. Then, based on the KM framework and further insights drawn from our case studies, we offer a series of steps that may guide and assist organizations and practitioners as they undertake KM initiatives. We further demonstrate the applicability of these steps by examining KM initiatives within a global software development company. We conclude with a discussion of implications for organizational practice and directions for future research.

Request Access

You do not own this content. Please login to recommend this title to your institution's librarian or purchase it from the IGI Global bookstore.