Designing a knowledge management performance framework

Jinette de Gooijer (Jinette de Gooijer is the Director of Innovative Practice Consulting Pty Ltd, Victoria, Australia and also at the Faculty of Constructed Enivronment, RMIT University, Melbourne, Australia.)

Journal of Knowledge Management

ISSN: 1367-3270

Publication date: 1 December 2000

Abstract

Measuring the business benefits of knowledge management is difficult. Even more so for public sector agencies whose outcomes are social benefits, rather than simple profit. Describes an approach for measuring the performance of knowledge management strategies for a public sector agency in Victoria, Australia. Knowledge management is defined as those actions which support collaboration and integration. Two models are presented for measuring knowledge management performance and knowledge management behaviours: a performance framework based on the balanced scorecard approach, and a behaviour framework that identifies levels of practice demonstrated by individuals. The Knowledge Management Performance Scorecard maps the objectives for knowledge management across the balanced scorecard’s key result areas The Knowledge Management Behaviour Framework identifies seven levels of knowledge management skills for demonstrating collaborative behaviour. The framework also outlines what might be typical behaviours of managers and the roles they would assume in relation to individuals at each level.

Keywords

Citation

de Gooijer, J. (2000), "Designing a knowledge management performance framework", Journal of Knowledge Management, Vol. 4 No. 4, pp. 303-310. https://doi.org/10.1108/13673270010379858

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Publisher

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MCB UP Ltd

Copyright © 2000, MCB UP Limited

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