Development of a strategic decision framework for identifying and selecting knowledge management projects

Like many large organizations, both governmental and non-governmental, the U.S. Air Force is currently developing and implementing Knowledge Management (KM) initiatives. However, in the case of the Air Force, this is being done without a framework that can provide an overarching knowledge vision or knowledge strategy to guide the efforts. This paper develops and evaluates a framework to guide large, diverse, multifunctional organizations, such as the Air Force, in the identification and selection of KM projects. It explores key factors that can directly affect the successful implementation of KM projects within that type of organizations. This paper develops a framework for the identification and selection of its KM projects, and evaluates it through the use of a Delphi study. The findings of the Delphi assessment support the use of the proposed framework for guiding the identification and selection of knowledge management initiatives focused on organizational strategy.