This is because it circulates within an enterprise where it creates knowledge assets, and also influences the way in which an enterprise performs (Holt, et al. , 2004). As a result, it has a number of multi-faceted traits, such as state of having a good access to information, object, state of mind, or the potential that affects actions in the future (Chai, et al. , 2011). Knowledge management refers to a systematic process that targets capturing as well as communicating knowledge to people for them so use. Other people regard knowledge management as understanding your knowledge assets, and how you can generate profits from them.
To understand knowledge management in simple terms, it implies sharing what you have with other people. Based on these illustrations, the emphasis of knowledge management is to emphasize on the knowhow of humans and the manner in which it helps to bring value to an enterprise. However, it is not easy to utilize the expertise of an individual to realize maximum returns in an enterprise (Chai, et al. , 2011). As a result, knowledge management is applied to create room for disciplined and systematic actions that an organization can adopt so as to realize value from the knowledge that is has available to it (UNC, 2013).
In this perspective, knowledge targets people’s understanding and experiences towards an organization, and sources of information such as reports and documents that are available inside an enterprise as well as the surrounding environment (Wickramasinghe, 2010). Effective management of knowledge demands an effective combination of social, organizational, and managerial initiatives that go along with it, especially with respect to the deployment of relevant knowledge (Coakes, 2003).
Also, frameworks for Evaluating Performance of Knowledge Management must be adopted in Organizational Performance. So as to manage knowledge in a successful manner, it deserves to be measured. However, it is not yet clear how this move can be enacted (Levinson, 2014). Measuring the amount of contribution that knowledge management makes towards an organization poses challenges because it is not tangible. Practitioners of knowledge management are usually requested to provide empirical evidence on its contribution towards realizing the objectives of a corporation (Coakes, 2003). However, it is not possible to come up with proper measurement since knowledge cannot be measured.
It is not simple to evaluate the impact that knowledge management has on the performance of an organization since this issue is not the only one that influences the performance of an enterprise.
Ahn, J H & Chang, S G. 2009. Assessing the contribution of knowledge to business
performance: The KP3 Methodolog, Desicion Support Systems, vol. 36, no. 1, pp. 403-416.
Asoh, D, Belardo, D & Neilson, R. 2008. Knowledge management: issues, challenges, and
oppostunities for governments in the new economy, IEEE Press, Big Island.
Becerra-Fernandez, I & Sabherwal, R 2010, Knowledge Management: Systems and
Processes, M.E. Sharpe, Boston.
Bose, R. 2008. Knowledge management metrics, Industrial Management and Data Systems,
vol. 104, no. 6, pp. 457-468.
Bresnen, M L, Edelman, S, Newell, H & Swan, J. 2010. Social practices and the management
in project environments, International Journal of Project Management, vol. 21, no. 1, pp. 157-166.
Brinkerhoff, R O. 2005. The success case method: Finf out quickly whats working and whats
not, Berret-Koehler, San Francisco.
Carrillo, F J. 2010. Capital cities: A taxonomy of capital accounts for knowledge cities,
Journal of Knowledge Management, vol. 8, no. 5, pp. 28-46.
Chai, K H, Gregory, M & Shi, Y. 2011. Bridging islands of knowledge: A framework of
knowledge sharing mechanisms, International Journal of Technology Management, vol. 25, no. 8, pp. 703-727.
Coakes, E. 2003. Knowledge Management: Current Issues and Challenges, Idea Group Inc,
DeFillippi, R J. 2012. Project-based learning, reflective practices and learning outcomes,
Management Learning, vol. 31, no. 1, pp. 5-10.
Del-Ray-Chamoro, F M, Roy, R, Wageb, B & Steele, A 2008, A framework to create key
performance indicators for knowledge management solutions, Journal of Knowlegdge Management, vol. 7 , no. 2, pp. 46-62.
Haugh, R. 2009. ROI: Return on Investment? Or Relying on Instinct, Hospitals and Health
Networks, vol. 76, no. 1, pp. 38-40.
Holt, D T, Bartczak, S E, Clark, S W & Trent, M R. 2004. The development of an instrument
to measure readiness for knowledge management, IEEE Press, Big Island.
Jennex, M E. 2007. Knowledge Management in Modern Organizations, Idea Group Inc, New
Johnson, B. 2011. Electronic Journal of Knowledge Management, Academic Conferences
Kamara, J, Anumba, M C & Carrillo, P M 2011, A clever approach to selecting a knowledge
management strategy, International Journal of Project Management, vol. 20, no. 1, pp. 205-211.
Khosrowpour, M. 2004. Issues & Trends of Information Technology Management in
Contemporary Organizations, Idea Group Inc, New York.
King, W R. 2009. Knowledge Management and Organizational Learning, Springer, New
Levinson, M. 2014. Knowledge Management Definition and Solutions, viewed 22 April 2014,
Moballeghi, M & Galyani, G. 2011. Knowledge management and measuring its impact on
organizational performance, International Conference on Financial Management and Economics , vol. 11, no. 1, pp. 315-318.
Niu, K H. 2008. Understanding Knowledge Management and Organizational Adaptation and
the Influencing Effects of Trust and Industrial Cluster, ProQuest, Texas.
Teruya, S A. 2012. Measuring performance improvemen: A knowledge management
perspetive, Performance improvement, vol. 43, no. 4, pp. 33-39.
UNC. 2013. What Is Knowledge Management?, viewed 22 April 2014,
Wickramasinghe, G N. 2010., Principles of Knowledge Management, M.E. Sharpe, Boston.