Knowledge Management Maturity at Ethiopian Airlines
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Date
2015-06-03
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Addis Ababa University
Abstract
Knowledge has been perceived as the key strategic asset of an organization in the current
competitive and unprecedented business environment, particularly in the vulnerable airline
industry. To this effect, measuring the organizational knowledge management (KM) readiness is
paramount. Accordingly, this research is intended to evaluate the KM practices in Ethiopian
Airlines so as to determine the maturity level therein and explore improvement areas for
effective KM establishment. In view of that, the evaluation has been made by adopting Kruger’s
(2008) Knowledge Management Maturity (KMM) model. Besides, Kruger & Snyman (2007)
instrument was used for both quantitative (questionnaire) and qualitative (interview) data
collection. From the analysis it was established that the overall level of KM maturity reasonably
matches with position level (managerial and non-managerial) of KM maturity. As a whole,
according to Kruger’s (2008) levels of maturity, EAL noted to be at the ‘manage’ level of the
four staged classification. The findings further determined that EAL has entered to Phase 3 but is
not ready to reach Phase 4 taking the detailed six-phased classification of same model.
Based on the findings of this study, a number of recommendations that cover outside
interaction, KM policy & strategy, training & awareness, and ICT infrastructure were forwarded
to improve the KM maturity level. Moreover, future research directions for the benefits of the
case organization and other industries in Ethiopian context have been provided.
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Keywords
Knowledge Management, Knowledge Management Maturity Models, Knowledge Management Maturity Levels, Ethiopian Airlines.