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The Role of Organizational Culture 239

Institutionalization
Adoption
Commitment Understanding Trial

Awareness
Contact

Time
Figure 7.2
Organizational maturity model

cover KM processes that can in turn serve to assess the current level of readiness of
an organization for KM. For example, the maturity model shown in fi gure 7.2 shows
the major phases that an organization has to complete in order to integrate a new
way of doing things, a new technology, or a new process. This is very relevant for KM
initiatives as new processes and technologies will be introduced into the organization.
These phases can help better track how well KM has been accepted as a way of doing
business within the organization.
Table 7.4 shows a maturity model based on CMM but adapted in particular to
organizational change and organizational cultural dimensions. This model serves as a
good organizational culture diagnostic in that it is a fairly straightforward task to
establish the status quo a given organization is in. For example, if the organization
exhibits multiple local cultures that do not, as yet, have much in common, then it
would be advisable to select one or more of these microcultures as pilot sites for KM
interventions. If, on the other hand, the organizational maturity stage were closer to
a managed phase where there is more pervasive and cohesive culture, then it would
be advisable to focus on tightly aligning the KM strategy to the overall business strat-
egy and objectives of the organization.

KM Maturity Models
There are currently a half a dozen or so KM maturity models. One of the ones that
have been implemented in a variety of organizations to date is the Infosys model
( Kochikar 2000 ) shown in table 7.5 . The Infosys is also consistent with the others in