Measuring the Impact of Knowledge Management Jong-Ae Kim, PhD IFLA Journal, Sage Publications, 2006, 32, 362-367 Reviewed by Bambang Fahruddin Syahrir Stud. no. 2057802 This paper is an overview of the approaches to evaluate the impacts of knowledge management implementations to organisational deed. It is considered to be very critical mainly because of the increasing implementation of knowledge management as a new management proficiency within governings in which it is believed to be capable of contributing to commerce benefits. The writer addresses her views that demonstrating the direct correlation between KM and organizational murder is quite complicated to be evaluated since KM may not be the only factor affecting the organizations performance. However, several academics and practitioners such as Grooijer (2000); Del-Rey- Chamorro, et al. (2003); Darroch (2003), Teruya (2004), and Bose (2004) are inform to have made examinations on their interrelationships. Referring to several studies above, Kim recommends four methods to gestate practitioners to identify and develop the evaluation frameworks such as open on investment (ROI), balanced scorecard (BSC) approach, qualitative campaign studies (QCS) and success case method (SCM).
In conjunction to these, by applying ROI can help justifying the resources invested in KM initiatives and assesses pecuniary performance of the initiatives. Nevertheless, ROI is not the only one used in financial measure but several other alternatives can be reliable such as the payback period, the net redeem value (NPV), and the return of knowledge (ROK) as addressed by Chen & Chen (2005, p. 382). Furthermore, two academics, Haugh and McDermott as cited in Kim (2006) couch forward two different methods of ROI calculation to come up with value and benefits that KM activities have created. The writer, Kim then recommends four perspectives of performance measures: financial, customer,... If you want to get a full essay, order it on our website:
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