Knowledge management is today an established approach to improve and renew organizations. The right use of information systems are often essential element in a successful KM strategy, however creating the right mix of KM activities and system is difficult and failures are frequent. Getting a good grip of the current situation and the special condition of the organization is therefore essential. In this paper we study an initiating questionnaire, taken from the KM literature, with a background in US management consulting industry. The aim of the paper is to evaluate the questionnaire, from a Swedish perspective. This is done with the aim to search for more general advice for anyone wanting to adapt and use such a questionnaire in their own situation. For this purpose, a number of applications of the questionnaire is presented and investigated. The outcome of the study is an initial assessment of the usefulness of the questionnaire and some recommendations for further use and research into the questionnaire. The usefulness seems to depend on the situation of persons that the questionnaire is given to. The analysis shows that the questionnaire seems to fit rather well to companies that were included in the study, especially on a management level. However, some possible problem areas were also discovered, the background, motivation and work situation of some personnel group could interfere with the effectiveness of the questionnaire.

Enterprises need to understand the impact of different types of knowledge management (KM) approaches on business strategy, and how they interact with other types of initiatives to produce synergistic effects. The hypothesis of this paper is that a model based on the balanced scorecard approach (BSC) can be used to balance the diverse set of KM approaches that are described in the KM literature. A literature study has been carried out connecting general examples of BSC objectives to KM approaches and applications. The resulting framework indicates that each of the major aspects of KM has its place in the BSC model, and thus has a role in the success of the company from a strategic viewpoint. A KM strategy according to this perspective should articulate how a company intends to strike a balance between different KM approaches. Contributions of the framework to related theory are discussed and illustrated by using a rich case from literature.