What we asked and how we analysed the results
We asked people to tell us what knowledge management practices exist in their organisations, using their own words. We made it clear that we were looking for practices of different kinds, including HR interventions.
To analyse what people told us, we produced a standard list of knowledge management practices from the survey responses and classified each item on the list by underlying knowledge perspective: structural, process, practice or some combination of these. A few of the knowledge management practices were classified as ‘any’ perspective because they can be applied in different ways.
For each organisation we produced a list of knowledge management practices, ranked by frequency of mentions by respondents. This list was used to compare the organisation’s most-mentioned practices with its stated approach to knowledge management: structural, process or practice.
The level of alignment between organisations’ stated approach to knowledge management and what they actually do in practice was variable:
- Most organisations reported practices drawn from all three knowledge perspectives, regardless of their stated approach to knowledge management.
- Organisations with a stated structural approach reported a high number of process and practice activities.
- Several organisations with a stated process approach reported a high proportion of structural practices.