Despite the increased efforts of organisations to implement knowledge management (KM) initiatives, many fail. Performing a knowledge audit before embarking on KM activities increases the probability of success. In this interpretive case study, the authors applied a modified version of the knowledge audit methodology developed by Perez-Soltero et al. to a South African (SA) veterinary medicine, fine chemical, and pharmaceutical manufacturer. The authors engaged members of the organisation in focus group sessions and individual interviews to identify knowledge assets related to core processes within the organisation. They used the data from the focus groups and individual interviews to identify and articulate many of the knowledge assets at the core of the organisation's current success. In addition, the process of conducting a knowledge audit and making the steps explicit while adjusting for context, may inform researchers and practitioners in terms of knowledge audit approach.

Computer-based knowledge management systems provide sustainable management of organisational knowledge. The adoption of computer-based knowledge management systems assists organisations in harmonizing critical knowledge pertaining to their business procedures, and processes to effectively collaborate, reuse, and coordinate their efforts. However, available studies show that the implementation of computer-based knowledge management systems is problematic across a multitude of organisations, especially those in the healthcare sector. In this study, a framework and assessment tool were developed to enable healthcare organisations implement computer-based knowledge management systems successfully. The framework and assessment tool developed were tested as a proof of concept and the evaluation was done by two healthcare knowledge management executives and two industry experts. The framework provides implementation teams with a holistic approach, guidance, and conduct of good practice towards implementing a computer-based knowledge management system, which increases chances of success.

The preservation of knowledge is a universal requirement for every organisation that strives to gain a competitive advantage. Knowledge management systems are a modern business enabler and driver of success. Furthermore, the implementation of knowledge management systems is a comprehensive process which integrates people, business processes, the business universe, technology, and customers. However, some evidence suggests that organisations are investing a multiplicity of resources in implementing knowledge management systems with little success. Therefore, the aim of this study is to identify and understand the types of frameworks available for implementing knowledge management systems and present a comprehensive implementation framework including the relevant critical success factors and measurement tools that organisations may use for implementing knowledge management system projects. The successful implementation of knowledge management systems lie in the adoption of a suitable strategy and well-defined framework.

Information Technology (IT) enables an organisation to gain competitive advantage by exploiting new opportunities and capabilities offered by evolving technologies. Therefore, it is required to holistically align IT strategy with organisational strategy, and Enterprise Architecture (EA) is considered as a means to achieve such alignment. However, EA adoption is impacted by many organizational barriers and in particular organisational culture factors. Knowledge Management (KM) is a candidate to address these organisational culture issues. Therefore, the purpose of this study, was to understand the barriers to EA adoption, as well as the KM interventions likely to increase the success of EA initiatives. The study was conducted in the South African motor vehicle and asset finance industry and the lack of understanding the purpose of EA, as well as employees not actively participating in the development of EA, were identified as major barriers. The KM interventions identified to be effective in overcoming the barriers pointed to the promotion of knowledge sharing between employees and the EA team, and the increased involvement of EA stakeholders and users in EA development. By considering the research findings, organisations may apply KM, in overcoming barriers that prevent the successful implementation of EA initiatives.

Both information systems (IS) outsourcing and knowledge management are well-established business phenomena. The integration of shared knowledge in an IS outsourcing arrangement, represents the blending of organisational knowledge with external knowledge sources. In an attempt to provide tactical mechanisms for creating and managing shared knowledge in organisations embarking on IS outsourcing arrangements, this article focuses on the design and application of a knowledge framework for IS outsourcing, with the purpose of guiding organisations in their knowledge exchange planning through concrete mechanisms, practical steps and validation. Key considerations for IS outsourcing is mapped to critical success factors, each associated with a set of knowledge requirements and knowledge flows to support the successful achievement of a specific critical success factor. An associated assessment tool was designed to identify knowledge exchange mechanisms and potential issues and gaps in current or future IS outsource arrangements.