**4. Perceived importance, practice, and performance**

Prior study explained that although most companies find KM promising, they can only capi‐ talize on a few processes [19]. They further asserted that action is vital to turn knowledge into practice, which, in turn, allows knowledge workers to learn from mistakes and move on to the next stage. As an exploratory examination, the current study focuses on the practice of the three KM pillars in organizations. The relative importance and hierarchical position of the three KM pillars are then examined. The perceived importance of KM pillar is construed to influence the way management steers the KM program. Accordingly, the congruence between perception and the KM orientation is investigated. Given the different KM strategies and mix of the KM pillars, organizational performance is expected to vary. The notions are illustrated in **Figure 2**.

**Figure 2.** Framework of perceived importance, practice, and performance.
