With knowledge management being positioned as a strategic imperative, a number of studies have explored its resource-base and its management alternatives. Most knowledge management studies, however, present knowledge management best practices, while failing to address contextual differences between organisations. The implication is that knowledge management initiatives fail too often, fuelling the fear that knowledge management is simply another passing fad.

The primary objective of the research was to develop an understanding of how the three dimensions of a conceptual framework could be used to differentiate between organisational contexts in a meaningful way.

Understanding one’s own organisational context is an essential step in becoming a knowledge-centric organisation, which in this context, is defined as an organisation that views and manages knowledge as a strategic resource.

The final report provided a brief overview of the conceptual framework that formed the foundation of the study, followed by an explanation of the research methodology that was followed. The report then looked at the results and main findings of the research, followed by some recommendations of additional reading.