Knowledge Management Maturity at Ethiopian Airlines

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Date

2015-06-03

Authors

Abera, Seble

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Publisher

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.

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