According to Berkman (2001), KM has fallen victim to a mixture of bad implementation practices and software vendors eager to turn a complex process into a pure technology play. However, more enterprises are now starting to realize that KM deployment is not an overnight installation but a complex shift in business strategy and process, one that requires thorough planning and must involve end users (Dyer and McDonough, 2001, p. 15).

In KM efforts, just like for any other business efforts, reasonable results in a few areas ensure successful performance. They are areas where things must go right for the endeavor to flourish. These areas are defined as critical success factors. Critical success factors are useful for structuring environmental analysis in the enterprise, because there is an important connection between environmental analysis and the factors leading to organizational success (Digman, 1990). The analysis and evaluation of success factors provides important insight through identification of the core areas that are critical in KM implementations. Therefore, KM efforts need to evaluate these core areas to gauge the potential for KMS success. The findings from leading KM practitioners, researchers, and recent studies are the major sources that can be used to identify the critical success factors for KM. However, there is a diverse perspective within the KM field regarding the identification of these factors (Jennez and Olman, 2004; Alazmi and Zairi, 2003; Chait, 2000; Choi, 2000; Kemp et al., 2001; Stankosky and Baldanza, 2001; Baldanza and Stankosky, 1999). All...