A novel knowledge management implementation model for mobile telecommunication industry

In this turbulent business environment of global recession and knowledge economic ages along with the unceasing gravity of knowledge, knowledge management already became the source to improve Industry competitive ability. This study attempted to propose a model for KMI (Knowledge Management implementation), in the Mobile telecommunication industry. In presenting the model for Mobile telecommunication industry which the authors called it; Erfani et al., KMI model; they followed KM(Knowledge Management) models and took advantage of Deming Cycle model and control project models, they also considered Critical Success Factors (CSFs) and Key Performance Indicators (KPIs) of core process in order to identify valuable knowledge. Erfani et al., KMI model consists of initiation, planning, executing, monitoring, controlling and closing phases. Since knowledge management audit is an important step of KMI, in the first Phase KM cycle would be assessed in the organization under study; in this research KM in the Mobile Telephone Switching Office (MTSO) was assessed based on jashapara's KM cycle; latter includes four loops; knowledge creation, knowledge organization, knowledge sharing and knowledge leverage. In the second phase of the model the valuable knowledge for the company under study would be identified, in the third phase the procedures for managing the valuable knowledge would be done, in the forth phase the KM statues and it's effect on some productivity keys would be evaluated and in the last phase all the processes would be documented. This paper suggests that by implementing this model organization is able to increase their productivity index and be prosperous in KM. In order to verify and validate the performed research, Erfani et al., KMI model has been accomplished in the Mobile Telephone Switching Office and other companies, positive and acceptable results were obtained and organizations total factor productivity increase was achieved which was appreciated by the organization, for km assessment in the first phase nd after execution phase, Qualitative method through direct data collection mechanism was used; questioners were delivered and the staffs were interviewed as well the data were analyzed through SPSS software. In identifying CSFs and KPIs; Multi Attribute Group Decision Making (MAGDM) techniques was used. The obtained results indicated that there was improvement in the creating, sharing, organizing and utilizing knowledge and process efficiency index were improved.