Knowledge management

Centre for Educational Research and Innovation

1990-1259 (online)
1990-1267 (print)
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This series presents analytical reports on knowledge management from OECD’s Centre for Educational Research and Innovation (CERI). Recent reports have covered such topics as innovation in the knowledge economy, measuring knowledge management in the business sector, and new challenges for educational research.

Also available in French
Measuring Knowledge Management in the Business Sector

Measuring Knowledge Management in the Business Sector

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Centre for Educational Research and Innovation

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OECD, Statistics Canada
26 Apr 2004
9789264100282 (PDF) ;9789264100268(print)

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Knowledge management involves any activity related to the capture, use and sharing of knowledge by an organisation. Evidence shows that these practices are being used more and more frequently and that their impact on innovation and other aspects of corporate performance is far from negligible. Today, there is a recognition of the need to understand and to measure the activity of knowledge management so that organisations can be more efficient and governments can develop policies to promote these benefits. This book offers a synthetic view of the results of the first systematic international survey on knowledge management carried out by national statistical offices in Canada, Denmark, France and Germany.

Also available in French
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  • Measurement of Practices

    This chapter puts this survey on knowledge management practices in the historical perspective of surveys in the domain of R&D, technology and innovation. It shows to what extent this survey is of a different nature as compared with the available surveys on knowledge management and it highlights the value added of this new one. Finally it provides a brief history of the OECD-Statistics Canada project at the origin of the survey. ...

  • Managing Knowledge in Practice

    This chapter draws on case studies and real-world examples to illustrate knowledge management in practice. We relate current knowledge management (KM) practice to the wider context of existing knowledge processes in organisations. We note that the processes of knowledge creation, sharing and application have been central to organisational activity for centuries, and that there are differences in perceptions of knowledge management between different cultural traditions. Key issues addressed include the social nature of knowledge processes, start-up strategies for KM initiatives, the role of technology, knowledge capture and sharing, intellectual capital measurement, and cross-boundary processes. Some lessons are drawn from organisations’ experiences to date. ...

  • Are we Managing our Knowledge? The Canadian Experience

    This chapter introduces the findings from the Canadian pilot Survey on Knowledge Management Practices that was conducted in the fall of 2001 as part of the international initiative headed by the Organisation for Economic Co-operation and Development. While presenting detailed results from the questions on the survey, the chapter also highlights some interesting findings that suggest that the majority of firms were managing some aspect of their knowledge. Findings imply firms are employing knowledge management practices strategically to improve their competitive performance. Knowledge sharing, creation, generation and maintenance are perceived as important to a firm's productivity. Firms also found that knowledge management practices effectively improved worker skills and knowledge and suggested that more knowledge management practices would be employed due to loss of key personnel.

  • The Management of Knowledge in German Industry

    This article summarises an empirical study on knowledge management (KM) in German industry building upon the answers of 497 enterprises out of seven sectors – including service sector – to a broad KM questionnaire. It followed the general pattern of the OECD core questionnaire, and included an additional analysis of innovation management aspects. The analysis shows that KM in Germany meanwhile is a broad, horizontal task that has diffused widely and cannot any longer be confined to ICT-related tools. Although KM practices are spread widely, KM is still a rather uncoordinated, spontaneous endeavour rather than a systematically organised and strategically ...

  • The Promotion and Implementation of – A Danish Contribution

    This chapter presents the results of the Danish pilot study. It first offers a look at what the survey shows on where to place responsibility and which activities seem to be most effective. Secondly, the most significant results from the Danish study are comprised into a set of guidelines for top management. Thirdly, the chapter looks at what can be expected from the environment when implementing knowledge management.

  • Knowledge Management, Innovation and Productivity

    In modern knowledge driven economies, firms are increasingly aware that individual and collective knowledge is a major factor of economic performance. The larger the firms and the stronger their connection with technology intensive industries, the more are they likely to set up knowledge management (KM) policies, such as promoting a culture of information and knowledge sharing (C), motivating employees and executives to remain with the firm (R), forging alliances and partnerships for knowledge acquisition (A), implementing written knowledge management rules (W). The French 1998-2000 Community Innovation Survey (CIS3) has surveyed the use of these four knowledge management policies for a representative sample ...

  • Knowledge Management: Size Matters

    In 2001, for selected industries, Statistics Canada conducted a pilot survey of the use of 23 knowledge management practices. The survey demonstrated that firms could respond to questions about use of knowledge management practices, the reasons for their use, and the results of their use. Size of firm was an important factor in the adoption of knowledge management practices, and the type of practices adopted. This paper presents these findings and suggests direction for future work.

  • A Word to the Wise –Advice for Conducting the OECD Survey

    This chapter provides some "best practices" insights for those considering conducting the OECD core Survey of Knowledge Management. That this background is seen as necessary by those involved in the development of the survey is testimony to the fact that measuring KM is not a straightforward undertaking. Our understanding of the ways in which KM practices are perceived and applied is still very rudimentary. Rather than providing a manual that specifies the exact processes required to conduct, analyse and report the survey, we hope to gently advise the prospective KM survey manager and, perhaps, to enlist him or her in contributing to our collective understanding of what we are all attempting to measure.

  • Practices Questionnaire
  • Conclusion

    This chapter draws conclusions of the previous chapters. It stresses the importance on how to publish diligently these initial results as well as methodological advices and the tools which have been developed in order to stimulate, encourage and help new countries to proceed with further tests and experiments, while using the available statistical framework. It also opens broader perspectives about the importance of knowledge management and its measurement in the context of the knowledge-based economies.

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