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The IUP Journal of Knowledge Management :
The Delphi Method for Selection of KM Strategies Based on the Level of KM Maturity: A Case of OICO, Iran
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Knowledge Management (KM) maturity is a phase of an organizationís capabilities that impacts KM processes by means of its diversified aspects. According to its status quo, each organization is positioned at a certain level of maturity. Accordingly, the present paper intends to select and prioritize KM strategies as proportionate with an organizationís level of KM maturity. For this, the author has developed a questionnaire based on the opinions of the experts acquainted with KM and KM strategies in Delphi panel. The paper studies the case of Oil Industriesí Commissioning and Operation Company (OICO), Iran. According to the expertsí opinions in OICO, the paradigm for suggestion of strategies was elucidated based on the KMís level of maturity. An approach was proposed for selection of suitable KM strategies based on Hansen et al. (1999) KM strategy as per maturity level of the organizationís KM in OICO. Different criteria of Hansen KM strategy were suggested for each level independently in the Delphi panel. The present paper is one of the leading studies carried out in the purview of development of KM strategies according to different organizationsí level of maturity. The results might be employed as guidelines by different organizations, KM practitioners and academicians.

 
 
 

Today, knowledge has become a strategically valuable asset (Akhavan and Pezeshkan, 2014) that can be considered as a strategic competitive advantage (Akhavan et al., 2013). An important factor to develop Knowledge Management (KM) strategies is concentration on KM (Hansen et al., 1999; and Zack, 1999). KM strategies specify the manner in which knowledge resources and capabilities are employed (Choi and Lee, 2002). They are associated with an organization’s purposes and strategies, with which they should be aligned. Therefore, each organization is identified with a set of KM strategies. They help in distinguishing the organization and its motives. KM maturity presents a solution for evaluating KM stages and identification of its levels (Lin et al., 2012). An influential factor in the selection of the KM strategies is measurement and identification of an organization’s level of KM maturity. Identification of KM’s maturity level allows for development of different KM strategies. A clear-cut conformity is witnessed among KM strategies and KM’s maturity level. This study focuses on Hansen et al.’s (1999) KM strategy, since it is well-known in KM area, to which several references have been made, and it is easily comprehensible to experts. On the other hand, different models for determination of KM’s maturity level have been developed. Among them K3M model is more complete and easy than other models and is selected for this study. This paper studies the case of Oil Industries’ Commissioning and Operation Company (OICO), Iran. This study tries to answer the following question: What strategies are proposed according to the organization’s maturity level?

 
 
 

Knowledge Management Journal, The Delphi Method, Selection, KM Strategies Based on the Level, KM Maturity, Knowledge Management (KM), Oil Industriesí Commissioning and Operation Company (OICO), Iran.