Modeling enablers for successful KM implementation Vittal S. Anantatmula and Shivraj Kanungo Abstract Purpose ��� Given that it is difficult to establish monetary benefits for KM initiatives, this paper aims to present a model that consists of a set of enablers and barriers for successful KM implementation to obtain desired results. The contributions of the research effort should also support organizations in making decisions about improving organizational performance using KM initiatives, and understanding the directional relations among KM factors. Design/methodology/approach ��� In the research study, using a literature review, the authors identify a set of enablers of and barriers to successful KM implementation. Using this set of factors, a questionnaire is developed by applying the interpretive structural modeling (ISM) methodology to determine the underlying relations among these factors and to develop strategies for the successful implementation of KM initiatives. As a result of the ISM methodology, the paper presents a model to show its findings. Findings ��� The research study findings help to identify important strategies for implementing KM successfully. Further, the study suggests methodologies for KM implementation. Originality/value ��� Knowledge is recognized as a critical resource to gain and sustain competitive advantage in business. While many organizations employ knowledge management (KM) initiatives, research studies suggest that it is difficult to establish return on investment of such efforts however, desired results can be obtained through successful implementation. The paper presents approaches to successful KM implementation. Keywords Knowledge management, Knowledge engineering, Modelling Paper type Research paper 1. Introduction Knowledge is linked to progress practically in every aspect of our lives. Many organizations have realized that the creation, transfer, and management of knowledge are critical for success today. In the current economy, advances in information technology (IT) and communications make it easy for organizations to develop, store, and transfer knowledge. Knowledge is widely recognized as a key economic resource, and it is increasingly becoming obvious that organizations should have the right knowledge in the desired form and content under all circumstances to be successful. Specifically, knowledge sharing and the resultant new knowledge creation and innovation are critical for organizations to become and remain competitive. Obviously, knowledge is considered a critical resource for sustaining competitive advantage. Managing knowledge in organizations is a challenge because it is hard to identify, and even more difficult to value and deploy, relevant knowledge to gain a competitive advantage in the market place (Dutta, 1997). Given the dependence of KM on information technology, KM is still perceived as information management by many organizations. As a result, it is often associated with technological solutions such as intranets and databases (Marr, 2003). However, KM is a broader concept and the primary focus of KM is to utilize information technology and tools, business PAGE 100 j JOURNAL OF KNOWLEDGE MANAGEMENT j VOL. 14 NO. 1 2010, pp. 100-113, Q Emerald Group Publishing Limited, ISSN 1367-3270 DOI 10.1108/13673271011015598 Vittal S. Anantatmula is an Assistant Professor at the College of Business, Western Carolina University, Cullowhee, North Carolina, USA. Shivraj Kanungo is an Associate Professor at the School of Business, George Washington University, Washington, DC, USA. Received 19 September 2008 Revised 22 January 2009 Accepted 18 February 2009