Evaluation of Knowledge Management Maturity Level in Iranian Audiovisual Archives Based on the APQC Model

Purpose: Knowledge is an intangible and strategic asset of an organization that requires management. In this era, knowledge management is the key factor for value creation, which creates opportunities for the professional development of individuals within organizations through learning, practice, and exchanges. For organizations to keep pace with rapid change, they must deliberately and quickly create, integrate, apply, and utilize knowledge faster than the pace of change. Audiovisual archives bear the responsibility of safeguarding resources that represent the historical memory of a nation. A knowledge management program is considered a vital initiative in audiovisual archives because it ensures that critical information, resources, and expertise for current audiences as well as future generations are preserved and, while remaining accessible, are shared. Knowledge management in audiovisual archives comprises a set of processes for the systematic and strategic collection, organization, storage, preservation, sharing, and application of knowledge and skills to add value to the assets available in these institutions. Each organization, based on its activities in the realm of knowledge management, achieves a certain quality level that reflects its current status in this domain. Although a KM program is extremely important for the preservation and optimized utilization of such archives, its systematic implementation in Iran has not yet been comprehensively examined. The aim of this study is to assess the maturity level of knowledge management practices in Iranian audiovisual archives using the APQC Knowledge Management Maturity Model. By thoroughly examining the current state of processes and identifying the gaps and barriers that exist, this research lays the foundation for developing structured and strategic solutions to improve the KM maturity level in these cultural centers. The overall goal of this study is to evaluate the state of knowledge management in audiovisual archival organizations in Iran, and the results will serve as the basis for developing a knowledge management strategy in these centers. In implementing KM, understanding the organization’s current status from the perspective of KM maturity is of paramount importance, since KM maturity models describe the expected steps for organizational improvement in terms of knowledge management.
Methodology: In this study, five knowledge management maturity models were analyzed, including the Capability Maturity Model (CMM); the Capability Maturity Model Integration (CMMI); the General Knowledge Management Maturity Model (G-KMMM); the Asian Productivity Organization (APO) model; and finally, the APQC Knowledge Management Maturity Model. These models were compared using the TOPSIS method (Technique for Order Preference by Similarity to Ideal Solution) in order to distinguish the APQC model from the other available models. The structure of this study is based on the layers of a research methodology model derived from Saunders’ research onion, which employs an interpretive paradigm with an evaluative nature and an inductive approach. This research is categorized as a quantitative study, and its data collection was conducted in the field using a mixed-methods strategy with an exploratory and explanatory purpose, utilizing the standardized APQC Knowledge Management Maturity Assessment Questionnaire as the primary instrument. The research population consisted of 11 major audiovisual archival organizations in Iran that were selected using a census method. The collected data were analyzed using rigorous statistical analyses. Initially, descriptive statistics were applied to understand the distribution of KM maturity levels; subsequently, inferential techniques such as Friedman’s test and a one-sample t-test were employed to rank the various maturity criteria and evaluate the overall level of knowledge management in the archives.
Findings: The findings provide a realistic picture of the state of knowledge management maturity in Iranian audiovisual archives. The majority of these institutions are at Level 1 of KM maturity—a level at which archives employ unstructured and scattered approaches in the implementation of KM processes. At this foundational level, several key issues are apparent:
• There is insufficient awareness of the strategic importance of knowledge management.
• Technological infrastructures are inadequate to support systematic processes of knowledge storage and retrieval.
• Organizational support is weak, which hampers the creation of a coherent flow of knowledge.
Among the examined institutions, the Institute for Contemporary History of Iran was evaluated at Level 2, indicating the beginning of the initial development of KM processes in that organization. In contrast, the National Library and Archives of Iran (commonly referred to as the National Archive) have achieved a Level 3 ranking, indicating the presence of a standardized framework along with initial investments in technology and managerial methods. Notably, none of the archives examined have reached Levels 4 or 5. The higher Levels 4 and 5 would signal an advanced and integrated KM maturity characterized by continuous improvement processes and complete alignment with the organization’s strategic objectives. More detailed statistical analyses uncovered several key barriers hindering the advancement of KM maturity:
• Lack of a Clear KM Strategy: Many organizations lack a formal plan or strategic policy to systematically guide the processes of knowledge collection, transfer, and utilization.
• Insufficient Financial Resources: Budget limitations for KM initiatives constitute a major obstacle to the adoption of advanced technologies and modern KM practices.
• Fragmented Communication Structures: Weak internal and inter-organizational communication structures impede the establishment of a consistent and coordinated flow of knowledge.
• Absence of Standardized Processes: The lack of established procedures for documenting and transferring knowledge results in varied and scattered practices in assessing and using knowledge.
• Limited Integration of Technology: The minimal use of advanced tools and platforms—such as artificial intelligence-based systems—hinders the optimization and automation of knowledge management processes within archives.
Research Limitations/Implications: Although this study makes a significant contribution to clarifying the state of knowledge management maturity in Iranian audiovisual archives, several limitations exist. First, the number of experts familiar with advanced knowledge management models in this domain was relatively limited, which may affect the depth and accuracy of the responses provided. Second, although a census method was used to select 11 major archival organizations, smaller or regional institutions that face different challenges were not included; therefore, the generalizability of the results to all archival organizations in the country may be limited. The implications of these limitations are twofold: academically, they highlight the need for broader studies with more diverse samples and the exploration of alternative theoretical frameworks; practically, they underscore the necessity of improving existing structures within archival organizations to fully exploit the potential of knowledge management.
Practical Implications: The practical implications of this research are highly significant for both archive managers and policy makers. The study clearly identifies the weaknesses and essential requirements in the field of knowledge management. Key recommendations include increasing organizational awareness about the importance of KM through the implementation of training programs and specialized workshops. Elevating the level of KM can result in significant improvements in resource preservation and in the delivery of services to stakeholders. Moreover, investment in modernizing technological infrastructures and integrating innovative tools—such as artificial intelligence and machine learning algorithms—can markedly enhance the processes of data collection, storage, and retrieval. The development of formal policies at the organizational level is crucial; this includes recruiting specialized KM personnel, establishing standardized frameworks for knowledge transfer and sharing, and defining performance indicators to gauge the effectiveness of KM initiatives. Improving internal communication channels and establishing collaborative networks among various archival organizations can foster the standardization of knowledge transfer methods and raise overall KM maturity. The study also emphasizes the need to increase budget allocations for KM-related projects so that sufficient financial resources are available to upgrade technologies and support training programs.
Originality/Value: This study is notable for its originality and innovative approach, as it represents the first formal investigation into the knowledge management maturity levels in Iranian audiovisual archives using the APQC model. Its value is evident in several dimensions. First, establishing an initial reference for the current state of KM maturity in archival institutions provides a foundation upon which future comparative and longitudinal research can be built. Second, the use of standardized methods and multi-criteria analyses—such as TOPSIS—substantially increases the accuracy and validity of the study’s findings by precisely identifying obstacles and offering practical recommendations for archive managers and policy makers. Furthermore, in an era where digital transformation and emerging technologies like artificial intelligence are rapidly reshaping industries, this study underlines the critical need for transformation in KM practices. The implications of the research are significant not only for the preservation of cultural heritage in Iran but also serve as an impetus for similar improvements in archival organizations within other developing countries facing comparable challenges. The unique contribution of this work lies in its integration of theoretical precision with practical solutions, making it both an academic resource and a strategic guide for organizational reform.