The Electronic Journal of Knowledge Management publishes original articles on topics relevant to studying, implementing, measuring and managing knowledge management and intellectual capital.

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Journal Issue
Volume 8 Issue 1 / Jan 2010  pp1‑180

Editor: Ettore Bolisani, Enrico Scarso

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Linking Unlearning with Innovation through Organizational Memory and Technology  pp1‑10

Juan-Gabriel Cegarra-Navarro

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Virtual Communities of Practice: Investigating Motivations and Constraints in the Processes of Knowledge Creation and Transfer  pp11‑20

Ana Maria Ramalho Correia

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Organizing Customer Knowledge in Academic Libraries  pp21‑32

Farhad Daneshgar, Lyn Bosanquet

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The Adoption of Knowledge Management Systems in Small Firms  pp33‑42

Pietro Evangelista

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Wikifailure: the Limitations of Technology for Knowledge Sharing  pp43‑52

Alexeis Garcia-Perez, Robert Ayres

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Limitations of Network Analysis for Studying Efficiency and Effectiveness of Knowledge Sharing  pp53‑68

Remko Helms, Renato Ignacio, Sjaak Brinkkemper

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Exploring Knowledge Work Practices and Evolution in Distributed Networks of Practice  pp69‑78

Eli Hustad

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Knowledge Management Success Factors — Proposal of an Empirical Research  pp79‑90

Franz Lehner, Nicolas Haas

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A Framework for Assessing Commensurability of Semantic Web Ontologies  pp91‑102

Liam Magee

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Assessing the Impact of KM on Organisational Practice: Applying the MeCTIP Model to UK Organisations  pp103‑118

Sandra Moffett, Anne Hinds

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With the emergence of the knowledge intensive industry, where organisations rely on the knowledge of their staff for competitive advantage (Lustri et al., 2007), KM has become key for business success (Mu‑jung et al., 2007). KM, once seen as a fad (Ramsey, 1996) is now an integral business function (Zhou and Fink, 2003) in both traditional and internet‑based businesses (Borges Tiago et al., 2007) to the extent that KM is now viewed essential for profit (Yang, 2008). Despite the great progress made in KM over the past decade (Omega Editorial, 2009) much confusion exists around the practical implementation of knowledge‑orientated programmes, resulting in either an overemphasis on technology to the exclusion of adequate peoplequality planning, or, strong peoplequality programmes from a knowledge perspective, hindered by inadequate enabling technologies. For example, organisations question how current KM models, frameworks and programmes can be applied across all organisations uniformly? If changes are necessary to the approach adopted by an organisation, what are these changes and are the drivers behind the change approaches largely implementation modifications or are there more fundamental issues to be resolved? Are the most important issues (King, 2007) being addressed? How is KM success defined? (Jennex and Croasdell, 2007) Considering the large investment capital expended by many firms in KM systems (Curley, 1998) and the growing number of companies that see KM as potentially helping them survive and compete, there is a need for more definitive and comprehensive studies in this field for systematic empirical research and in‑depth rich case studies. This paper presents results of empirical research undertaken in early 2009 with 588 UK companies. Research purpose is to assess the impact of the MeCTIP model [Moffett, 2000; Moffett et al., 2002, 2003] on UK companies to identify key factors for successful implementation, practice and development of KM. The research employs the 'Benchmarking KM' online survey tool. This paper focuses on research methodology and initial survey results using statistical analysis techniques such as descriptives and factor analysis. Avenues for further research are identified. 


Keywords: knowledge management, MeCTIP model, factor analysis


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Functional Concept for a Web‑Based Knowledge Impact and IC Reporting Portal  pp119‑128

Gaby Neumann, Eduardo Tomé

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Evaluating a Living Model of Knowledge  pp129‑138

Paul Parboteeah, Thomas Jackson, Gillian Ragsdell

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People, Technology, Processes and Risk Knowledge Sharing  pp139‑150

Eduardo Rodriguez, John Edwards

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Knowledge‑Based Strategies for Knowledge Intensive Business Services: a Multiple Case‑study of Computer Service Companies  pp151‑160

Enrico Scarso, Ettore Bolisani

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Measuring the Effects of Knowledge Management Practices  pp161‑170

Geoff Turner, Clemente Minonne

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The Role of Multinational Corporations (MNC's) in Developing R&D in Thailand: the Knowledge Flow Between MNC's and University  pp171‑180

Lugkana Worasinchai, Aurilla Aurelie Arntzen Bechina

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