AUSTRALIAN HR PERSPECTIVE STUDY

AUSTRALIAN HR EXPERTS DECLARING
KM GROWING ATLEAST IN IMPORTANCE
Page 2.

H1- KM IMPORTANCE Vs IMPLEMENTATION

Summary Results comparing Importance and Implementation

CONCLUSION

'The first hypothesis (H1) had predicted there would be no relationship between the act of acknowledging the importance of KM and the act of implementing a KM system. (The results show that) Hypothesis One should therefore be upheld.'

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SPECIFIC RESULTS

A. KM Inclination (1 item) - 39 %
> Understanding of KM Principles - 39 % Extremely Important or Very Important.

' There is an acknowledgement that KM as a concept is under
consideration by organisations, but perhaps they are not as yet
totally convinced of its value.' (p.99)

B. KM Strategy (2 items) - 58%
> Managing organisational knowledge central to organisations
overall business strategy - 61%
> KM used to create customer value - 55%

C. KM Initiatives (6 items) - 40%
> Clear how initiatives support business plan - 39 %
> Informal networks across organisation encouraged - 48 %
> Board level representation for KM - 28 %
> Organisation to encourage and facilitate knowledge sharing - 47 %

D. KM IT Support (6 items) - 58%
> Sophisticated, ethical intelligence gathering mechanism - 33 %
> Mechanism used for organisational memory - 39 %
> IT system considered vital - 98 %

E. KM Benefits (13 items) - 71 %
> Increasing value for customers - 77 %
> Increasing overall organisation effectiveness - 75 %

F. KM Culture (10 items) - 51%
> Senior Management to support a culture of KM - 53 %
> Business unit to own KM initiatives - 50 %
> No blame culture tolerating mistakes - 77 %
> Best practice natural, standard process - 75 %

G. KM Training (7 items) - 48 %
> Sharing competencies is part of Training - 61 %
> Real life experiences are published for people to learn - 39 %
> Knowledge sharing demonstrated to be a workable and practical
activity throughout the organisation - 42 %

'Furthermore, a third of respondents indicated it was very
important for real life experiences to be published so that the employees
can learn from them. This is seemingly at odds with a third of respondents
who said it was slightly important to demonstrate that sharing knowledge is a
workable and practical activity for organisations to be engaged in. ' (p.105)

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