Toward a framework of critical success factors for knowledge management: Perceptions of knowledge management scholars and practitioners

This study originated from a perceived gap in the knowledge management (KM) literature concerning studies focused on the critical success factor (CSF) approach. In an effort to overcome common criticisms of this approach, a framework of CSFs for KM is developed following a review of literature encompassing KM, project management, information technology (IT), and total quality management (TQM). The framework identified relevant CSFs for KM and assigning each CSF to one of five larger factor groups; factors related to (1) KM initiative, (2) Organization, (3) KM manager, (4) KM team, and (5) external environment. The major components of this framework were then validated by a survey of KM scholars and practitioners. This study also identified organizational background characteristics of participants that influence what factors are considered most critical for KM success. As a result of the study findings, a revised framework of CSFs for KM is presented. Understanding that characteristics such as industry background, internal/external focus, scholar/practitioner and geographical location can alter what factors are considered critical to KM success advances knowledge in the field of KM. This research study is unique in that it recognizes that CSFs for KM are not fixed for all organizations and initiatives, but rather they are shaped by contextual factors which must be considered. By understanding how these contextual differences influence what factors are most critical for KM success, practitioners can focus their time, energy and resources on the right issues. Additionally, the products of this study can be used by practitioners as a tool for guiding their KM initiative during strategic planning, or as a audit tool to identify CSFs that may have been previously overlooked.