EAN: 9783384253125

UNLOCKING POTENTIAL HOW MATURE KNOWLEDGE MANAGE...

The maturity of a KM strategy is a critical component of its effectiveness (Maqsood  Finegan
and Walker  2006). Kruger and Snyman (2007) broke down KM maturity into 7 levels with the 6th
level of maturity stipulating that an organisation was able to extend its KM strategy beyond
its organisational boundaries. It is from this 6th stage of KM maturity that many academics 
researches and KM practi-tioners believe that the real value of KM can be achieved as the
potential value of KM is maximised due to the increased availability of knowledge to be entered
into the organisations KM strategy (Orange  Burke and Boam  2000  Maqsood  Finegan and Walker 
2006  Kruger and Johnson  2009  Rezgui  Hopfe and Vorakulpipat  2010). With the implementation
of mature KM strategies by multiple organisa-tions through several continuous improvement
cycles the performance of the sector as a whole also has the potential to be uplifted (Orange 
Burke and Boam  2000). Kruger and Johnson (2009) found that the maturity of KM in South African
construction organisations was being stunted as the KM strat-egies did not extend beyond
organisational boundary. Therefore  KM in the sector is not as successful as it was hoped it
would be.

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