Essays on Determinants o KMS Success in Omani Organisations Assignment

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The paper "Determinants o KMS Success in Omani Organisations" is a perfect example of a management assignment. The determinants of knowledge management system success are knowledge culture, organisational infrastructure, technical infrastructure, management support, vision clarity, reward policy and economic return. These factors are very essential ion the success of KMS. These factors will not differ from those which influence knowledge management success. Knowledge management is an integrated and formalized approach to identifying and managing the organization’ s knowledge assets. Successful implementation of knowledge management has a huge impact on the success of KMS.

The impacts of implementation in terms of performance improvement and the related benefits are very significant to an organisation. Knowledge management is very important to an organisation’ s current performance and its future performance. As such, it is important for organisations to view their businesses as knowledge-intensive. The factors that influence KMS success in Omani organisations do not differ from those which influence KM success. Management support and commitment is critical to KM success, it is very important. Organisational and technical infrastructures are also critical in the success of KM. Management support and commitment play a critical role in ensuring success in knowledge management just like in any other initiative in an organisation.

Its impact on knowledge management is even more pronounced as it is relatively essential to the future of the organisation, it determines the competitiveness of the organisation in the near and long term future (Han & Park, 2009). The leadership in an organisation should model the behaviour and characteristics they want to instill and promote among the employees and the initiative. The management support is also responsible for ensuring that the whole KM success initiative has the necessary infrastructure and resources needed.

Without the input, commitment and support of the management, KM cannot be successful. This is because there would not the resources needed for its implementation and growth (Cabrera & Cabrera, 2005). As such, management support and commitment in any organisation is very important in the success of KM. Knowledge culture is equally important in KM success just as it is important in KMS success in Omani organizations. In knowledge management success, there must be the creation of shared background, expectations, non-bureaucratic rules and social customs that compel behaviours.

These underlying beliefs, while exactly articulated, hugely influence the perception of actions and communication among the employees. This culture is highly influential in KM success. For KM to be a success, there must be a creation of time, and the employees must work effectively. The KM initiative created must save time for employees and not burden them with a lot of work (Watson & Hewett, 2006). This helps employees to be effective in their work. The reward policy is also critical in KM success.

To encourage and motivate the employees, an organisation must maintain a balance between explicit and intrinsic rewards. A good balance between these rewards encourages employee behaviour. Encouraging employees to share KM knowledge would increase their knowledge management understanding, this is essential in KM success. Reward policy helps and motivates personnel to find value in KM and hence increase their commitment and desire to grow it. In addition, reward policy sustains the participation of personnel. They develop a sense of respect when they see their expertise in an application.

As such, reward policy is essential in KM success in any given organisation (Kulkarni et al. , 2007).

References

Benbya, H. (2008). Knowledge management systems implementation: Lessons from the Silicon Valley. Hind Benbya, Knowledge Management Systems Implementation: Lessons From The Silicon Valley, Neal-Schuman Publishers.

Cabrera, E, F, & Cabrera, A, (2005). Fostering knowledge sharing through people management practices: The International Journal of Human Resource Management, 16(5), 720-735

Han, K. H., & Park, J, W, (2009). Process-centered knowledge model and enterprise ontology for the development of knowledge management system: Expert Systems with Applications, 36(4), 7441-7447.

Juang, Y. S., Lin, S. S., & Kao, H, P, (2008). A knowledge management system for series-parallel availability optimization and design: Expert Systems with Applications, 34(1), 181-193.

Kulkarni, U. R., Ravindran, S., & Freeze, R. (2007). A knowledge management success model: theoretical development and empirical validation: Journal of management information systems, 23(3), 309-347.

Maier, R., & Hädrich, T, (2011). Knowledge Management Systems.

Paik, Y., & Choi, D, Y, (2005). The shortcomings of a standardized global knowledge management system: the case study of Accenture. The Academy of Management Executive, 19(2), 81-84.

Rinkus, S., Walji, M., Johnson-Throop, K. A., Malin, J. T., Turley, J. P., Smith, J. W., & Zhang, J. (2005). Human-centered design of a distributed knowledge management system. Journal of Biomedical Informatics, 38(1), 4-17.

Watson, S, & Hewett, K, (2006). A Multi‐Theoretical Model of Knowledge Transfer in Organizations: Determinants of Knowledge Contribution and Knowledge Reuse*. Journal of management studies, 43(2), 141-173.

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