Knowledge management maturity: analysis of manager’s perceptions of a large construction company

Introduction: From the application of a Knowledge Management (KM) maturity model, an organization may be able to identify KM practices that can be improved and, or deployed. Objective: The purpose is to identify the perception of top managers regarding the maturity of Knowledge Management practices within a large construction company. Methodology: This qualitative and descriptive research was conducted with the top management group (15 executives) in two phases: preliminary interview and a semi structured questionnaire (100 questions and 6 levels) based upon Strategic Knowledge Management Maturity Model (KRUGER; SNYMAN, 2007b). Results: The organization was classified in the initial stage of knowledge management. The S-KMMM allowed the identification of isolated departmental initiatives and KM processes that can deployed or enhanced. Conclusions: It was observed that the application of KM maturity model has been useful for the managers to recognize that the current KM practices are isolated, intuitive and informal. The application of S-KMMM has proven to be valid to the systematic evaluation and the strategic alignment of KM corporate initiatives