Measuring the performance of knowledge management initiatives

Abstract

The multifarious term 'Knowledge Management' is still widely used throughout theory and practice. Most of the worldwide top 500 companies use Knowledge Management systems to various extents and in various forms in their daily business. Many corporations have developed Knowledge Management initiatives; mostly without any economic evaluations. Due to more competitive market conditions, organizations are urged to evaluate the impacts of Knowledge Management initiatives more precisely. As existing measurement approaches solve the problem only partially, this article develops a performance measurement framework for a Knowledge Management initiative (according to North et al. 1998; Probst et al. 2000) including possible indicators within each category. The article is based on research within a recent Knowledge Management initiative at SGL CARBON, a global carbon manufacturing corporation. Abstract The multifarious term 'Knowledge Management' is still widely used throughout theory and practice. Most of the worldwide top 500 companies use Knowledge Management systems to various extents and in various forms in their daily business. Many corporations have developed Knowledge Management initiatives; mostly without any economic evaluations. Due to more competitive market conditions, organizations are urged to evaluate the impacts of Knowledge Management initiatives more precisely. As existing measurement approaches solve the problem only partially, this article develops a performance measurement framework for a Knowledge Management initiative (according to North et al. 1998; Probst et al. 2000) including possible indicators within each category. The article is based on research within a recent Knowledge Management initiative at SGL CARBON, a global carbon manufacturing corporation.