บทคัดย่อ/เนื้อเรื่องย่อ:
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The problem addressed in this study is that little action is taken to create the
value of Knowledge Management (KM) implementation for the Thai Parliament.
There is a need to increase the understanding of KM in terms of the characteristics,
processes, outcomes, and critical success factors (CSFs) in order to integrate a
framework to study KM. The purpose of this study was to investigate the KM
elements, in terms of characteristics, processes, outcomes, and the CSFs at the Thai
Parliament. The research questions were: 1) How do KM characteristics affect the
KM implementation at the Thai Parliament?; 2) How does the parliamentary staff deal
with the KM processes at the Thai Parliament?; 3) How can KM outcomes support the
KM implementation at the Thai Parliament?; 4) Why has leadership become the most
important CSF for the KM success of the Thai Parliament?; and 5) What is the
difference between the approach of KM implementation at the Secretariat of the
House of Representatives and the Senate of the Thai Parliament?.
The overall research design was the qualitative research approach. A number
of tools were used to collect the needed data and information - survey-questionnaires,
in-depth interviews, critical incidents, and focus-group discussion. The results of the
study generated four specific categories - characteristics, processes, outcomes, and the
CSFs. The study showed that: 1) most staff members do not understand what the KM
characteristics are, but they believe that process-based KM is the KM characteristic at
the Thai Parliament; 2) this characteristic leads to the KM process at the Parliament, which has five stages - knowledge acquisition, knowledge creation, knowledge
storage, knowledge transfer, and knowledge application, and most staff members
think that knowledge sharing is the most important stage of all and they deal with KM
by instruction; 3) KM outcomes were represented in terms of KM activities, i.e. the
KM Day at the Secretariat of the Senate and the LO Day at the Secretariat of the
House of Representatives, which support the concrete direction of the Thai Parliament
as it aims to be a learning organization; and 4) both Secretariats agree that leadership
is the most important CSF. The second group of the important CSFs was ICT, culture,
network, training, and motivation. The rest were strategy, structure, HRM,
measurement, and process. In the meantime, the study also set assumptions for the
research study. In this respect, the findings were well-suited to respond to the
assumptions. Lastly, the research study attempted to synthesis the findings and to
establish an integrated KM-element to be a model for KM implementation success.
The conclusion of the study is as follows: a) both Houses have the same KM
characteristic: a process-based approach; b) both Houses believe that KM processes
contain five stages: knowledge acquisition, knowledge creation, knowledge storage,
knowledge transfer, and knowledge application; c) both Houses participate in the LO
Day / the KM Day as their KM outcomes; and d) both Houses believe that leadership
is the most important CSF for KM success. The study contributes to the theory and
practice of KM: a) as an authoritative guideline for social behavior, which is
corroborated by Scott’s model of institutional pillars and carriers; and b) as a policymaking guideline, in terms of presenting an integrated model of KM implementation.
Lastly, as the Thai Parliament is an important social change agent in the society and
has the power to exert positive social change in society by engaging in KM, the
implications of this research study provide a nascent study of the integration of KM
knowledge at the Thai Parliament in order to support the best services for the MPs,
who are representatives of the Thai people, accordingly
which has five stages - knowledge acquisition, knowledge creation, knowledge
storage, knowledge transfer, and knowledge application, and most staff members
think that knowledge sharing is the most important stage of all and they deal with KM
by instruction; 3) KM outcomes were represented in terms of KM activities, i.e. the
KM Day at the Secretariat of the Senate and the LO Day at the Secretariat of the
House of Representatives, which support the concrete direction of the Thai Parliament
as it aims to be a learning organization; and 4) both Secretariats agree that leadership
is the most important CSF. The second group of the important CSFs was ICT, culture,
network, training, and motivation. The rest were strategy, structure, HRM,
measurement, and process. In the meantime, the study also set assumptions for the
research study. In this respect, the findings were well-suited to respond to the
assumptions. Lastly, the research study attempted to synthesis the findings and to
establish an integrated KM-element to be a model for KM implementation success.
The conclusion of the study is as follows: a) both Houses have the same KM
characteristic: a process-based approach; b) both Houses believe that KM processes
contain five stages: knowledge acquisition, knowledge creation, knowledge storage,
knowledge transfer, and knowledge application; c) both Houses participate in the LO
Day / the KM Day as their KM outcomes; and d) both Houses believe that leadership
is the most important CSF for KM success. The study contributes to the theory and
practice of KM: a) as an authoritative guideline for social behavior, which is
corroborated by Scott’s model of institutional pillars and carriers; and b) as a policymaking guideline, in terms of presenting an integrated model of KM implementation.
Lastly, as the Thai Parliament is an important social change agent in the society and
has the power to exert positive social change in society by engaging in KM, the
implications of this research study provide a nascent study of the integration of KM
knowledge at the Thai Parliament in order to support the best services for the MPs,
who are representatives of the Thai people, accordingly.
which has five stages - knowledge acquisition, knowledge creation, knowledge
storage, knowledge transfer, and knowledge application, and most staff members
think that knowledge sharing is the most important stage of all and they deal with KM
by instruction; 3) KM outcomes were represented in terms of KM activities, i.e. the
KM Day at the Secretariat of the Senate and the LO Day at the Secretariat of the
House of Representatives, which support the concrete direction of the Thai Parliament
as it aims to be a learning organization; and 4) both Secretariats agree that leadership
is the most important CSF. The second group of the important CSFs was ICT, culture,
network, training, and motivation. The rest were strategy, structure, HRM,
measurement, and process. In the meantime, the study also set assumptions for the
research study. In this respect, the findings were well-suited to respond to the
assumptions. Lastly, the research study attempted to synthesis the findings and to
establish an integrated KM-element to be a model for KM implementation success.
The conclusion of the study is as follows: a) both Houses have the same KM
characteristic: a process-based approach; b) both Houses believe that KM processes
contain five stages: knowledge acquisition, knowledge creation, knowledge storage,
knowledge transfer, and knowledge application; c) both Houses participate in the LO
Day / the KM Day as their KM outcomes; and d) both Houses believe that leadership
is the most important CSF for KM success. The study contributes to the theory and
practice of KM: a) as an authoritative guideline for social behavior, which is
corroborated by Scott’s model of institutional pillars and carriers; and b) as a policymaking guideline, in terms of presenting an integrated model of KM implementation.
Lastly, as the Thai Parliament is an important social change agent in the society and
has the power to exert positive social change in society by engaging in KM, the
implications of this research study provide a nascent study of the integration of KM
knowledge at the Thai Parliament in order to support the best services for the MPs,
who are representatives of the Thai people, accordingly.
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