Farnaz ZEİDİ, Masoumeh MİRAHMADİ BABAHEİDARİ

Prioritization of Critical Success Factors in Knowledge-Management Using the AHP Method

Abstract. Knowledge Management (KM) plays an important role in today’s enterprise management and implementation of KM takes a considerable time and resources from the organization. Therefore, it is essential that critical success factors (CSFs) of KM are identified and prioritized. According to what was said, the main purpose of this paper is: Identification and prioritization of CSFs in the KM in small and medium-sized enterprises (SMEs) in Iran. According to this objective, two steps are provided: in the first step the authors initially use a related topic of CSFs in KM implementation, which aims at identifying and investigating factors that result in more successful KM systems implementation that generate higher levels of value for organizations. By integrating insights drawn from these studies, the authors proposed a set of 12 CSFs which is believed to be more suitable for SMEs. Then, in the second step, these factors will be prioritized by analytic hierarchy process (AHP).

Keywords:

Critical success factors, Knowledge management, Small to medium-sized enterprises Analytic hierarchy process, Iran,

PDF

___

Hung, Y.-C., Huang, S.-M., Lin, Q.-P., & -Tsai, M.-L. ,2005, Critical factors in adopting a knowledge management system for the pharmaceutical industry. Industrial Management & Data Systems, 105(2), 164-183.
Choy Chong, S., 2006, KM critical success factors: a comparison of perceived importance versus implementation in Malaysian ICT companies. The learning organization, 13(3), 230-256.
Yahya, S., & Goh, W.-K. , 2002, Managing human resources toward achieving knowledge management. Journal of knowledge management, 6(5), 457-468.
Brelade, S., 2000, Using human resources to put knowledge to work. Knowledge Management Review, 26-29.
Davenport, T. H., & Völpel, S. C. , 2001, The rise of knowledge towards attention management. Journal of knowledge management, 5(3), 212-222.
Horak, B. J. ,2001, Dealing with human factors and managing change in knowledge management: a phased approach. Topics in health information management, 21(3), 8-17.
Martensson, M. ,2000, A critical review of knowledge management as a management tool. Journal of knowledge management, 4(3), 204-216.
Lee, S. M., & Hong, S. , 2002, An enterprise-wide knowledge management system infrastructure. Industrial Management & Data Systems, 102(1), 17-25.
Maier, R., & Remus, U. ,2002, Defining process‐oriented knowledge management strategies. Knowledge and Process Management, 9(2), 103-118.
Alavi, M., & Leidner, D. E. ,2001, Review: Knowledge management and knowledge management systems: Conceptual foundations and research issues. MIS quarterly, 107- 136.
Hauschild, S., Licht, T., & Stein, W. ,2001, Creating a knowledge culture. The McKinsey Quarterly, 74.
Robertson, M., & O'Malley Hammersley, G. ,2000, Knowledge management practices within a knowledge-intensive firm: the significance of the people management dimension. Journal of European Industrial Training, 24(2/3/4), 241-253.
Saaty, T. L. ,2008, Decision making with the analytic hierarchy process. International journal of services sciences, 1(1), 83-98.
Triantaphyllou, E., & Mann, S. H. ,1995, Using the analytic hierarchy process for decision making in engineering applications: some challenges. International Journal of Industrial Engineering: Applications and Practice, 2(1), 35-44.
Saaty, T. L. ,1990, An exposition of the AHP in reply to the paper “remarks on the analytic hierarchy process”. Management science, 36(3), 259-268.