Although they recognized many critical factors in successful KM
implementation, there arose the problem (since those critical factors
were not equally important) of how to segment them into
meaningful groups. In order to acquire sensible segments, Company
G therefore set up a KM development committee consisting
of the General Manager and several managers representing the
marketing, financial, production, human resource, and information
technology departments. The following shows how Company
G utilized the proposed fuzzy DEMATEL method to evaluate and
segment a list of critical factors for its KM initiative.