Toward a knowledge management evaluation framework

Whilst considerable research has been carried out into the development of approaches to Knowledge Management (KM), and into the implementation of those approaches in organisational settings, there has as yet been little or no research relating to how to evaluate the readiness of an organisation to undertake KM. Without such an evaluation of readiness, attempts to introduce KM and implement new methods of working may misuse resources and may be wasted, with little or no gain. Even worse, an organisation may suffer the negative impacts of disruption, resentment, and resistance to change. This paper seeks to justify this position, and then to explain how the Knowledge Management Readiness framework was developed critically and how it is intended to operate critically. Finally, a brief outline of a case application is presented. It is not possible in this paper to discuss the detailed underpinnings and a broad outline is provided, indicating the rationale in regard to theory and empirical work, critique, and other important areas. Readers who would like further details are invited to contact the author.