Intellectual capital: the new wealth of organizations
Intellectual capital: the new wealth of organizations
Learning through Knowledge Management
Learning through Knowledge Management
Cultivating Communities of Practice: A Guide to Managing Knowledge
Cultivating Communities of Practice: A Guide to Managing Knowledge
Knowledge Unplugged: The McKinsey and Company Global Survey on Knowledge Management
Knowledge Unplugged: The McKinsey and Company Global Survey on Knowledge Management
Working Knowledge: How Organizations Manage What They Know
Working Knowledge: How Organizations Manage What They Know
Knowledge Management Metrics via a Balanced Scorecard Methodology
HICSS '02 Proceedings of the 35th Annual Hawaii International Conference on System Sciences (HICSS'02)-Volume 8 - Volume 8
Knowledge management performance evaluation: a decade review from 1995 to 2004
Journal of Information Science
Learning to Implement Enterprise Systems: An Exploratory Study of the Dialectics of Change
Journal of Management Information Systems
Exploring demand and capability for managing organizational knowledge in government
Proceedings of the 13th Annual International Conference on Digital Government Research
Exploring the effect of boundary objects on knowledge interaction
Decision Support Systems
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This paper seeks to contribute to the on-going research in knowledge management (KM) by presenting a study conducted in six public service agencies in Singapore. The study was guided by three research foci, namely, (1) to elucidate the nebulous nature of KM initiatives, (2) to uncover the motivation behind KM measurement and (3) to identify the various elements of a KM initiative that can be measured. Data collected from the public service agencies revealed that KM initiatives were generally top-down and technology-focused. Project management and the need to quantify the value of KM initiatives drove KM measurement. The measurement indicators adopted by the agencies encompassed four elements of measurement: activities, knowledge assets, organizational processes and business outcomes. In conclusion, this paper highlights two practical implications for the design of a KM measurement regime and suggests a number of possible directions for further research.