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Journal cover: Journal of Knowledge Management

Journal of Knowledge Management

ISSN: 1367-3270

Online from: 1997

Subject Area: Information and Knowledge Management

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An empirical analysis of knowledge management applications

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Title:An empirical analysis of knowledge management applications
Author(s):Sandra Moffett, (Sandra Moffett is a Lecturer at the School of Computing and Intelligent Systems, University of Ulster at Magee, Northland Road, Londonderry, Northern Ireland (, Rodney McAdam, (Rodney McAdamis a Reader in Management at the School of Business Organization and Management, University of Ulster at Jordanstown, Newtownabbey, Northern Ireland (, Stephen Parkinson, (Stephen Parkinson, is a Dean at Leeds Business School, Leeds Metropolitan University, Leeds, West Yorkshire, UK (
Citation:Sandra Moffett, Rodney McAdam, Stephen Parkinson, (2003) "An empirical analysis of knowledge management applications", Journal of Knowledge Management, Vol. 7 Iss: 3, pp.6 - 26
Keywords:Information, Knowledge management, Organizational culture, Technology
Article type:Research paper
DOI:10.1108/13673270310485596 (Permanent URL)
Publisher:MCB UP Ltd
Abstract:The aim of this paper is to improve the understanding and inter-relationship of both the people and technical aspects of knowledge management. Studies in knowledge management indicate that there can be an over-emphasis on technology to the exclusion of adequate people/quality planning, or, strong people/quality programmes from a knowledge perspective, hindered by inadequate enabling technologies. Understanding of these issues in practice and academia is currently hindered by a paucity of systematic empirical research, addressing the relationship between the cultural and technological aspects of knowledge management. A survey questionnaire was constructed and tested via a pilot phase. The questionnaire was then distributed to over 1,000 organizations, across three industrial sectors. The findings indicate that a strong relationship exists between KM and other organizational factors, namely organizational culture and internal technical culture. Further analysis of these elements revealed that factors internal to the organization are impinged upon by macro-environmental elements.

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