Skip to main content
Search
Search
Quick Search anywhere
Quick Search anywhere
Quick Search anywhere
Quick Search anywhere
Quick Search anywhere
Quick Search anywhere
Advanced Search
Skip main navigation
No Access

A knowledge management metrics model for measuring strategy implementation success

Published Online:July 16, 2012pp 305-322https://doi.org/10.1504/IJBEX.2012.047902

Abstract

Many organisations fail to implement their strategies due to the inability of stakeholders in addressing the problems associated with strategy implementation. This paper aims to support their ability and involvement in solving these problems as well as measure the success of strategy implementation through the development of a knowledge management metrics model. This model comprised a set of 33 indicators, grouped into two metrics to measure the success of strategy implementation. The importance of the proposed indicators was theoretically discussed and justified through interview and survey conducted in the Malaysian higher education sector. In addition, a quantitative statistical analysis was performed to confirm this model. The overall results from the empirical evaluation were positive, thus indicating the appropriateness of this model. The crucial indicators were discussed so that managers can devote more attention to these elements. Furthermore, the key actors that influence the success of strategy implementation were also identified. For Malaysian Higher Education Institutions (HEIs), the model can aid them to measure their strategy implementation and increase their education quality. It can guide the top and middle managers in making decisions to support the achievement of strategy implementation success.

Keywords

strategy implementation, knowledge management metrics, organisational knowledge process

References

  • 1. Aaltonen, P. , Ikavalko, H. (2002). ‘Implementing strategies successfully’. Integrated Manufacturing System. 13, 6, 415-418 Google Scholar
  • 2. Anjum, R. , Magdalena, M.K. (2010). ‘A quantifiable trans-cultural knowledge management model to improve quality of healthcare: a case study of the Kingdom of Bahrain’. Journal of Economic Development, Management, IT, Finance and Marketing. 2, 1, 111-149 Google Scholar
  • 3. Atkinson, H. (2006). ‘Strategy implementation: a role for the balance scorecard’. Management Decision. 44, 10, 1441-1460 Google Scholar
  • 4. Brewer, D. , Gates, S.M. , Goldman, C.A. (2002). In Pursuit of Prestige: Strategy and Competition in US Higher Education. New Brunswick:Transaction Press Google Scholar
  • 5. Burton-Jones, A. , Straub, D.W. (2006). ‘Reconceptualizing system usage: an approach and empirical test’. Information Systems Research. 17, 3, 228-246 Google Scholar
  • 6. Campos, L.F.B. (2008). ‘Analysis of the new knowledge management: guidelines to evaluate KM framework’. VINE: Journal of Information and Knowledge Management Systems. 38, 1, 30-41 Google Scholar
  • 7. Chong, C.W. , Chong, S.C. , Wong, K.Y. (2007). ‘Implementation of KM strategies in the Malaysian telecommunication industry: an empirical analysis’. VINE: The Journal of Information and Knowledge Management Systems. 37, 4, 452-470 Google Scholar
  • 8. Chong, C.W. , Chong, S.C. , Wong, K.Y. (2009). ‘Is the Malaysian telecommunication industry ready for knowledge management implementation?’. Journal of Knowledge Management. 13, 1, 69-87 Google Scholar
  • 9. Condon, B. (2009). ‘Improving organizational performance: strategy execution holds the key’. Journal of Strategic Direction. 25, 2, 19-23 Google Scholar
  • 10. Corboy, M. , O’Corrbui, D. (1999). ‘The seven deadly sins of strategy’. Journal Management Accounting. 77, 10, 29-30 Google Scholar
  • 11. Creswell, J.W. (2003). Research Design: Qualitative, Quantitative and Mixed Methods Approach. 2nd ed., London:Sage Publication Google Scholar
  • 12. De Waal, A.A. , Gerritsen-Medema, G. (2006). ‘Performance management analysis: a case study at a Dutch municipality’. International Journal of Productivity & Performance Management. 55, 1, 26-39 Google Scholar
  • 13. Decoene, V. , Bruggeman, W. (2006). ‘Strategic alignment and middle-level managers’ motivation in a balanced scorecard setting’. International Journal of Operations & Production Management. 26, 4, 429-448 Google Scholar
  • 14. Fariborz, R. , Yiannis, P. , John, M.S. (2009). ‘A conceptual framework of impeders to strategy implementation from an exploratory case study in an Iranian university’. Journal of Education, Business and Society. 2, 4, 246-261 Google Scholar
  • 15. Firestone, J.M. (2008). ‘On doing knowledge management’. Knowledge Management Research and Practice. 6, 8, 13-22 Google Scholar
  • 16. Firestone, J.M. , McElroy, W.M. (2005). ‘Doing knowledge management’. The Learning Organization. 12, 2, 189-212 Google Scholar
  • 17. Hair, J.F. , Black, W.C. , Berry, J.R. , Anderson, R.E. (2010). Multivariate Data Analysis. Boston, MA:Pearson Prentice Hall Google Scholar
  • 18. Hrebiniak, G.L. (2005). Making Strategy Work: Leading Effective Execution and Change. New Jersey:Whorton School Publishing Google Scholar
  • 19. Joseph, H.C. , Arline, S. , Steven, M. (2010). ‘A re-balanced scorecard: a strategic approach to enhance managerial performance in complex environments’. International Journal of Business Excellence. 3, 3, 341-362 Google Scholar
  • 20. Juhani, U. , Jussi, K. , Sanna, P. (2009). ‘Employees satisfied with performance measurement and rewards: is it even possible?’. International Journal of Business Excellence. 2, 1, 1-15 Google Scholar
  • 21. Kaplan, R.S. (2005). ‘How the balanced scorecard complements the McKinsey 7-S model’. Strategy and Leadership Journal. 33, 3, 41-46 Google Scholar
  • 22. Kaplan, R.S. , Norton, D.P. (1996). ‘Using the balanced scorecard as a strategic management system’. Harvard Business Review. 74, 1, 75-85 Google Scholar
  • 23. Kaplan, R.S. , Norton, D.P. (2004). Strategy Maps: Converting Intangible Assets into Tangible Outcomes. Boston, MA:Harvard Business School Press Google Scholar
  • 24. Kaplan, R.S. , Norton, D.P. (2005). ‘The office of strategy management’. Harvard Business Review. 83, 10, 72-80 Google Scholar
  • 25. Kay, J. , Jorgensen, S.E. Muller, F. (2000). ‘Ecosystems as self-organizing holarchic open systems: narratives and the second law of thermodynamics’. Handbook of Ecosystems Theories and Management. Boca Raton, FL:CRC Press/Lewis Publishers Google Scholar
  • 26. Kemper, E. , Stringfield, S. , Teddlie, C. , Tashakkori, A. Teddlie, C. (2003). ‘Mixed methods sampling strategies in social science research’. Handbook of Mixed Methods in Social & Behavioral Research. Thousand Oaks, CA:Sage Google Scholar
  • 27. Kettunen, J. , Kantola, I. (2005). ‘Management information system based on the balanced scorecard’. Campus-Wide Information Systems. 22, 5, 263-274 Google Scholar
  • 28. Krejcie, R.V. , Morgan, D.W. (1970). ‘Determining sample size for research activities’. Educational and Psychological Measurement. 30, 3, 607-610 Google Scholar
  • 29. Liebowitz, J. , Suen, C.Y. (2000). ‘Developing knowledge management metrics for measuring intellectual capital’. Journal of Intellectual Capital. 1, 1, 54-67 Google Scholar
  • 30. Linstone, H.A. (1988). ‘Multiple perspectives: concept, applications and user guidelines’. Systems Practice. 2, 3, 307-331 Google Scholar
  • 31. MacKenzie, K.D. , House, R. , Mowday, R.T. Steers, R.M. (1979). ‘Paradigm development in the social sciences’. Research in Organizations: Issues and Controversies. Santa Monica, CA:Goodyear Publishing Google Scholar
  • 32. Maqsood, S. , Marja, N. (2009). ‘Knowledge management practices in project based organization’. International Journal of Business Excellence. 2, 2, 140-156 Google Scholar
  • 33. McElroy, M.W. (2002). The New Knowledge Management: Complexity, Learning, and Sustainable Innovation. Burlington, MA:KMCI Press/Butterworth Heinemann Google Scholar
  • 34. Miriam, D.V. , Gregorio, M.C. , Jose, E.N. (2011). ‘Organizational knowledge assets and innovation capability: evidence from Spanish manufacturing firm’. Journal of Intellectual Capital. 12, 1, 5-19 Google Scholar
  • 35. Neilson, G.L. , Martin, K.L. , Powers, E. (2008). ‘The secrets to successful strategy execution’. Harvard Business Review. 86, 6, 60-70 Google Scholar
  • 36. Nonaka, I. , Takeuchi, H. (1995). The Knowledge Creating Company: How Japanese Companies Create the Dynamics of Innovation. New York, NY:Oxford University Press Google Scholar
  • 37. Nooreklit, H. (2000). ‘The balanced scorecard – a critical analysis of some of its assumptions’. Management Accounting Research. 11, 1, 65-88 Google Scholar
  • 38. Okumus, F. (2001). ‘Towards a strategy implementation framework’. Contemporary Hospitality Management. 13, 7, 327-338 Google Scholar
  • 39. Paiva, E.L. , Roth, A.V. , Fensterseifer, J.E. (2002). ‘Focusing information in manufacturing: a knowledge management perspective’. Industrial Management and Data Systems. 102, 7, 381-389 Google Scholar
  • 40. Ranjit, V. (2010). ‘Implementing competitive strategies: the role of responsive and proactive market orientation’. Journal of Marketing. 44, 1/2, 245-266 Google Scholar
  • 41. Riaz, K. (2008). ‘Alignment and follow-up: steps to strategy execution’. Journal of Business Strategy. 29, 6, 29-35 Google Scholar
  • 42. Schwab, P.D. (2005). Research Methods for Organizational Studies. 2nd ed., Mahwah, NJ:Lawrence Erlbaum Associates Google Scholar
  • 43. Snowden, D. , Despres, C. Chauvel, D. (2000). ‘Cynefin: a sense of time and space, the social ecology of knowledge management’. Knowledge Horizon: The Present and Promise of Knowledge Management. Oxford:Butterworth-Heinemann Google Scholar
  • 44. Snowden, D. , Kurtz, C. (2003). ‘The new dynamics of strategy: sense-making in a complex and complicated world’. IBM System Journal. 42, 3, 462-483 Google Scholar
  • 45. Stanislaw, G. (2011). ‘A model of project knowledge management’. Project Management Journal. 42, 3, 23-44 Google Scholar
  • 46. Stemler, S. (2001). ‘An overview of content analysis’. Practical Assessment, Research & Evaluation. 7, 17, 1-8 Google Scholar
  • 47. Wong, K.Y. (2005). ‘A critical review of knowledge management frameworks’. International Journal of Information Technology and Management. 4, 3, 269-289 Abstract, Google Scholar
  • 48. Wong, K.Y. (2008). ‘An exploratory study on knowledge management adoption in the Malaysian industry’. International Journal of Business Information Systems. 3, 3, 272-283 Abstract, Google Scholar
Next article