Bibi M. Alajmi
Kuwait University, Kuwait
(bibi.alajmi@ku.edu.kw)
Background. Studies have attempted to categorize organizational readiness by thoroughly comprehending its main components. However, few studies have examined it from the KM perspective.
Objectives. The implementation of knowledge management (KM) initiatives frequently necessitates substantial organizational change. The first phase in preparing for such change is to conduct a change readiness assessment. This study investigated organizational readiness for KM implementation in a research-based institution in Kuwait. Change progresses through the preparedness, adoption, and institutionalization phases. This study focuses on investigating the first phase of preparedness.
Methods. This study followed a quantitative approach using a questionnaire to collect data. Four major factors—individual, context, content, and process attributes—were included as part of the readiness framework. They were used to explain the significant variance in organizational readiness towards KM implementation.
Results. Individual attributes, context, content, and process measures clarified 84% of the variance in pessimism. Individual attributes and context, content, and process measures were also strongly associated with KM commitment, explaining 51% of the variance. This means that, as expected, respondents who reported greater readiness were more committed to KM initiatives and less pessimistic about them.
Contributions. Evaluating the organizational readiness for KM initiatives is the first phase to help identify barriers and enablers to successful KM implementation. Based on the results of this study, organizational readiness for KM initiatives occurs when individuals exhibit a positive attitude toward KM implementation and high feelings of commitment. The results provide a roadmap for effective KM implementation and deliver practical guidelines for crafting KM policies.
Cite: Alajmi, B. M., (2024). Unlocking the path to knowledge: Assessing organizational readiness for knowledge management implementation. LIBRES, 34(1), 45-58. https://doi.org/10.32655/LIBRES.2024.1.3