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The purpose of this article is to provide an overview of generic knowledge management critical success factors, in conjunction with an overview of the factors that has been found to be critical in implementation journeys in selected South African companies.

Literature research was used.

Most of these factors are very specific to the organizational context and have had a significant impact on the success of implementations. These unique factors include the creation of a shared understanding of the concept of knowledge management, identifying the value of co‐creation of the knowledge management strategy, and positioning of knowledge management as strategic focus area in the organization.

Knowledge management is a complex discipline with many factors contributing to successful implementation. The factors that contribute to successful implementation of knowledge management are highly dependent on the environment and specific context, and can therefore not always be accurately predicted at the start of a knowledge management endeavor. This paper highlights some of the critical success factors of knowledge management in leading companies around the world and specifically in South Africa.

To date, critical success factors (CSFs) for implementing knowledge management (KM) in small and medium enterprises (SMEs) have not been systematically investigated. Existing studies have derived their CSFs from large companies' perspectives and have not considered the needs of smaller businesses. This paper is aimed to bridge this gap.

Existing studies on CSFs were reviewed and their limitations were identified. By integrating insights drawn from these studies as well as adding some new factors, the author proposed a set of 11 CSFs which is believed to be more suitable for SMEs. The importance of the proposed CSFs was theoretically discussed and justified. In addition, an empirical assessment was conducted to evaluate the extent of success of this proposition.

The overall results from the empirical assessment were positive, thus reflecting the appropriateness of the proposed CSFs.

The set of CSFs can act as a list of items for SMEs to address when adopting KM. This helps to ensure that the essential issues and factors are covered during implementation. For academics, it provides a common language for them to discuss and study the factors crucial for the success of KM in SMEs.

This study is probably the first to provide an integrative perspective of CSFs for implementing KM in the SME sector. It gives valuable information, which hopefully will help this business sector to accomplish KM.

This study aims to examine the impact from technical and social aspects on knowledge management system (KMS) success. Moreover, this study also attempts to examine the interrelationships between KMS success and user satisfaction.

A questionnaire survey was used to collect data from the commercial bank officers to test the proposed KMS success model. All the measurement scales adopted in this study were adopted from the existing literature. The data collected in this study were analysed using both SPSS and structural equation modelling approach via AMOS.

The research results indicate that both technical (knowledge quality, system quality and service quality) and social factors (user trust and management support) play a significant and positive role in system user satisfaction. The results also show that user satisfaction have a direct influence on the success of KMS and vice versa.

This study is one of the few studies on KMS which include both the technical and social perspectives in examining KMS success. This research study raises the importance of social factors, which have been earlier neglected by many studies on KMS success models. Moreover, the interrelationships relationship between KMS success and user satisfaction also been examined in this study.

The purpose of this paper is to provide an understanding of the major critical success factors involved in knowledge acquisition from an aging oil and gas workforce by outsourced service providers and find the outcome. In addition, the authors are also interested in finding out the outcome for the client and the service provider by following these critical success factors.

The authors shortlisted two outsourced firms for studying, primarily because they deliver lots of service support work to oil and gas firms. For the exploratory nature of this case study, a structured, open‐ended interview was conducted. Through face‐to‐face interviews with 12 senior managers, primary data were collected. Upon content analysis of data collected, the framework was evaluated.

The results of this study indicate that both client and service providers can benefit by following major critical success factors for knowledge acquisition. From the open‐ended interview with the two companies, it can be concluded that the service providers are able to grow their technical and domain capability through knowledge acquisition from ageing workforce and reduce the cost to client.

The study has been restricted to two service providers, with majority of operations carried out of India, focusing only on US/UK‐based oil & gas firms. Implication on theory is, by following these critical success factors, it is likely to be easier to acquire the knowledge from an aging oil and gas workforce.

The service provider firms can build their knowledge capability, reducing the cost to both client and service provider. Further study with more service providers at the global level may help in pooling larger data. The primary contribution of the paper is in introducing the critical success factors with various associated activities that drive knowledge acquisition from an aging workforce.

The primary contribution of the paper is in introducing the critical success factors with various associated activities that drive knowledge acquisition from an aged workforce in the oil and gas industries. Second contribution is in highlighting the role of these critical success factors in gaining various benefits to client as well as to service providers.

This paper aims to study the critical success factors (CSF) of knowledge management (KM) in Iranian urban water and sewage companies (IUWSC) using interpretive structural modeling (ISM)-decision-making trial and evaluation laboratory (DEMATEL) method.

Through the literature review among many key factors of KM success, nine factors were selected as the main factors. After confirming the related indices by industry experts, a questionnaire was distributed among them for determining the relationship between the relevant components. Using ISM-DEMATEL approach, a structural model was formed and then the causal relationship among factors was visualized through a cause-effect relationship diagram.

The analysis of the results showed that among the studied factors, strategies and goals would have the greatest impact on success of KM implementation and senior management support, and teamwork and organizational culture are other CSFs of KM in IUWSC. In the end, the author’s proposed model for implementation of KM was presented based on the results for the status quo of the studied community.

The set of CSFs can act as a guideline for organizations to ensure that basic factors and issues are covered during implementation KM. Moreover, it provides a clue for effective development of KM in a stepwise approach.

This survey is probably the first to provide an integrated view of CSFs for implementation KM in IUWSC. It is hoped to give valuable information to help this business sector to accomplish KM effectively.

This paper aims to recommend implementation of the knowledge management (KM) strategy for a mental health organisation, an area that has, to date, limited attention in literature based on the factors that influence KM success.

A mixed-methods research was conducted to identify the organisational culture, resources, enablers and the influential factors of mental health knowledge management (MHKM). The data were collected in five referral mental hospitals and were analysed using quantitative, qualitative and triangulation methods.

The organisational culture has become a great barrier. Forty-three influential factors were identified. Otherwise, based on culture, resources, enablers and strengthen, weakness, opportunities and threaten (SWOT) analysed were adopted to propose ten of the critical success factors and were recommended into an implementation strategy.

The paper has proven that KM is a new and emerging discipline in Indonesia, especially on mental health care. This will contribute to the governmental policy of KM implementation and enforce the quality of services.

This result has the potential to leverage interdisciplinary KM research. It supports a mental health organisation in applying KM.

This study is probably the first to analyse factors that are of influence in an MHKM initiative programme.

This study aims to present insights on the relationship between perceived software process improvement (PSPI) and information technology (IT)-enabled knowledge management (KM). Moreover, the study provides an understanding of the mediating effect of critical success factors (CSFs) for effective IT-enabled KM on the previously mentioned relationship.

The respondents in the study involved employees in the software engineering (SE) organizations in national capital region in India. The structured equation modeling technique carried out through IBM.SPSS.Amos.v21-EQUiNOX was used to develop and evaluate the proposed framework. The proposed hypothesis testing has been carried out by path analysis using SPSS process macro.

The findings of the empirical study reveal that a significant relationship exists between the variables under investigation. Moreover, it was observed that CSFs act as a mediator between PSPI and IT-enabled KM. The identified factors are associated with various aspects as managerial, infrastructure, financial, systems and processes for IT-enabled KM. IT acts as a moderator between KM and PSPI and facilitate the various phases of KM as knowledge creation, storage and retrieval, sharing and application of knowledge.

The present study introduces a framework for identifying and applying the CSFs that influence the KM initiatives for PSPI in an SE organization. The practitioners can use the CSFs for assessing the performance (strengths and weaknesses) in process of software development and KM practices. Researchers can use the resultant framework proposed in the empirical study for PSPI, IT-enabled KM, and in academia, the framework supports to organize the study of IT-enabled KM for PSPI.

The general comprehension of the relationship between IT-enabled KM and PSPI for Indian SE organizations is scarce in the literature. Following, the analysis expands the earlier research by exploring the mediating role of the CSFs and the moderating effect of IT for KM and PSPI relationship.

The purpose of this paper is show how the management of knowledge in temporary organizations is an increasingly important factor in many industries. This paper aims to examine knowledge management in and between projects.

On the basis of 27 structured interviews with project managers and knowledge management experts in different corporations mainly located in Germany and German speaking countries, the prevalence, the organization and the success factors of project knowledge management are analyzed.

As a result, most interviewees stated an urgent need for a significant improvement of project knowledge management although only in few companies a systematic approach exists. The success of project knowledge management is mainly determined by cultural factors whereas technical aspects like information systems and project management methods are considered to serve as supporting factors only.

Future research should include large‐scale surveys to systematically analyze the causalities of successful project knowledge management in different types of projects, organizations, and industries. Further research involving companies located in other cultural areas could help extracting possible effects caused by cultural or societal influences.

The authors present a cross‐sectional study on project knowledge management comprising companies from different industries.

To investigate the critical success factors (CSFs) for adopting knowledge management (KM) in small and medium‐sized enterprises (SMEs) – an area that has, to date, received very little attention in the literature.

A survey instrument comprising 11 factors and 66 elements was developed. Through a postal survey, data were sought from SMEs in the UK. A parallel one was also administered to a group of academics, consultants and practitioners in the KM field in order to provide a more holistic view of the CSFs.

The survey instrument was shown to be both reliable and valid. Pertinent statistical analyses were then performed. By integrating the results from both groups of respondents, a prioritised list of CSFs, in order of importance for implementing KM, was generated.

The number of responses received was rather small since KM is a new and emerging discipline, and not many SMEs have formally implemented it.

The results of this study would help SMEs to better understand the KM discipline, to facilitate its adoption and to prioritise its practices. Academics can use the results to build models that would further expand the KM domain.

This study is probably the first to systematically determine the CSFs for KM implementation in the SME sector. It offers a beneficial source of information to SMEs, which are still lagging far behind when it comes to KM practices.

The goal of this paper is to present the main critical failure factors extracted from analyzing ten case studies of failure in knowledge management (KM) systems and projects and present a framework in which the failure factors are linked to the different stages in the cycle of KM implementation.

“Grounded theory” as a qualitative research technique has been applied to explore the main failure factors. Data was collected reviewing scholarly articles containing KM case studies (failure in KM implementation) and after an in-depth study – applying grounded theory method – the results of main critical failure factors categorized and analyzed in specific stages of implementing KM systems.

Through review and analysis of ten case studies, two main results were obtained. First, the main critical failure factors of KM projects were identified. Second, identified critical failure factors were traced along the KM implementation cycle. A framework is proposed that shows the critical failure factors' effect in each specific stage of the KM cycle.

The results of this research are generalized based on cases from prior literature. However, the authors have tried to be as inclusive as possible to ensure a representative sample of reported KM failures. In addition, organizations do not provide accurate reports of failure in their projects because of their policies, the image of their organization, and privacy, which could affect the identification of all failure factors.

The findings are incorporated into a framework of failure factors in KM projects and the proposed framework can help practitioners in organizations to avoid factors that lead to the demise of KM systems in each stage of the KM project development cycle. This multi-case study research and its suggested framework are also useful for academics to gain a comprehensive view of KM critical failure factors for future studies.

To the authors' knowledge this study is the first of its kind to provide an integrated perspective of critical failure factors for the implementation of KM through the inspection of ten case studies and maps the failure factors on KM implementation cycle. It provides valuable information and guidelines that will hopefully pave the way for managers to avoid failure in implementation of a KM.