Formulation of a strategic knowledge management maturity model

Abstract

Gallagher and Hazlett (2004:12) are of the opinion that maturity models should be incremental in nature, representing an attempt to interpret a succession of positions, phases or stages with regard to growth and maturity, all with the ultimate aim of improving processes and business performance. These authors therefore criticize current maturity models, arguing that they either 'expend too much effort in trying to address technological concerns', or are 'too vague and offer little in the way of practical assistance' or not enough 'emphasis is placed upon culture and other management issues'. This means that for knowledge to be adequately managed with regard to maturity, organizations must progress to the point where they are able to manage knowledge as a strategic resource and also to use this resource in a constructive way, thus enhancing the development of organizational competencies and capabilities. T his article is aimed at proposing an evolutionary methodology with regard to the progression of knowledge management in an organizational setting. Emphasis is placed on determining maturity from a strategic point of view, rather than from a technological perspective. In attempting to achieve this aim, the following aspects are given prominence: ? The institutionalization of knowledge management from a strategic perspective ? Knowledge management maturity methodologies ? Information and communications technology (ICT) maturity in relation to knowledge management maturity. This article is devoted to the formulation of a strategic knowledge management maturity model, one built on the progression and institutionalization of strategic business issues, which are believed to be of vital importance in the quest for the successful institutionalization of knowledge management.