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The impact of software capability maturity model on knowledge management and organisational learning: empirical findings and useful insights

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  • Emilio Bellini
  • Corrado Lo Storto

Abstract

This paper, using qualitative and quantitative data relative to the software process improvement initiative in which the Italian branch of a multinational software company was engaged from January 1997 to May 2001, investigates the impact of Capability Maturity Model (CMM) certification on organisational learning. A knowledge management perspective is adopted to explain the software development process increase in productivity. Data suggest that CMM can effectively support and address knowledge management and learning within a software organisation. Disciplined methods and practices are expected to result in better control over the software development process, and organisations using a well-structured process model such as the CMM can use the process infrastructure it provides for organisational learning.

Suggested Citation

  • Emilio Bellini & Corrado Lo Storto, 2006. "The impact of software capability maturity model on knowledge management and organisational learning: empirical findings and useful insights," International Journal of Information Systems and Change Management, Inderscience Enterprises Ltd, vol. 1(4), pages 339-373.
    • Handle: RePEc:ids:ijiscm:v:1:y:2006:i:4:p:339-373
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