Top management buy-in is important to ensure that that a KM initiative is fully implemented within an organization, although KM demands commitment from all parts of an organization. KM also changes the way we work and top management need to understand and accept that it will organizational change. Enthusiasm from practitioners is also needed and KM practitioners need to be prepared to persist. The value of KM needs to be demonstrated to senior staff in very concrete ways so that they are fully engaged from the very beginning. Resources do matter but it is not all about money. KM must prove its value to mobilize management who allot time and money to the effort based on cost effectiveness.

Different levels of commitment from top management can be identified which can effect how KM is accepted in an organization. Here are possible ways to work with them:

Enthusiastic buy-in: top management are champions and put their money where their mouths are (e.g. Issue a statement to the entire organization to engage their support)- best scenario, highest chances of having your KM initiative work.

Blind faith: top management seem very keen at first and talk the talk but may not walk the walk – need to take advantage of the open door for a while and run with the ball before they lose interest, must demonstrate KM potential quickly but in the end might not be enough to ensure success.

Passive acceptance: top management has been exposed to KM and is willing to give the KM team room to work. It can make or break any KM initiative as resources are involved and change be challenged in a budget crunch or cutbacks, also need to show quick results.
Complete lack of commitment: top management are skeptical or unwilling to support KM initiatives – very hard to undertake KM in such circumstances, although some infrastructure (e.g. Intranet) could be put in place to capture explicit knowledge.