Designing a knowledge management performance framework

Jinette de Gooijer

doi:10.1108/13673270010379858

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Journal of Knowledge Management

ISSN: 1367-3270

Online from: 1997

Subject Area: Information and Knowledge Management

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Designing a knowledge management performance framework

Document Information:
Title:	Designing a knowledge management performance framework
Author(s):	Jinette de Gooijer, (Jinette de Gooijer is the Director of Innovative Practice Consulting Pty Ltd, Victoria, Australia and also at the Faculty of Constructed Enivronment, RMIT University, Melbourne, Australia.)
Citation:	Jinette de Gooijer, (2000) "Designing a knowledge management performance framework", Journal of Knowledge Management, Vol. 4 Iss: 4, pp.303 - 310
Keywords:	Behaviour, Framework, Knowledge management, Measurement, Performance
Article type:	Research Paper
DOI:	10.1108/13673270010379858 (Permanent URL)
Publisher:	MCB UP Ltd
Abstract:	Measuring the business benefits of knowledge management is difficult. Even more so for public sector agencies whose outcomes are social benefits, rather than simple profit. Describes an approach for measuring the performance of knowledge management strategies for a public sector agency in Victoria, Australia. Knowledge management is defined as those actions which support collaboration and integration. Two models are presented for measuring knowledge management performance and knowledge management behaviours: a performance framework based on the balanced scorecard approach, and a behaviour framework that identifies levels of practice demonstrated by individuals. The Knowledge Management Performance Scorecard maps the objectives for knowledge management across the balanced scorecard’s key result areas The Knowledge Management Behaviour Framework identifies seven levels of knowledge management skills for demonstrating collaborative behaviour. The framework also outlines what might be typical behaviours of managers and the roles they would assume in relation to individuals at each level.