International Journal of Knowledge Management, 5(1), 1-16, January-March 2009 1 Copyright © 2009, IGI Global. Copying or distributing in print or electronic forms without written permission of IGI Global is prohibited. ABSTRACT Extant literature has mostly focused on deining knowledge management success at an organizational or project level. The literature lacks a framework for measuring knowledge management success at the individual level. Individual knowledge innovation and performance make organizations more productive. This research proposes a model of the interrelationships among individual level knowledge management success measures (outcomes) including conceptual, contextual and operational knowledge, innovation, and performance. The model is tested using a sample of 252 individuals engaged in managerial and profes- sional knowledge work. The results suggest that conceptual knowledge enhances operational and contextual knowledge. Contextual knowledge also improves operational knowledge. Contextual knowledge is the key predictor of innovations that, along with operational knowledge, enhance work performance. The results provide a model for deining and measuring knowledge management success at the individual level. Keywords: conceptual knowledge; contextual knowledge; knowledge management; operational knowl- edge; structural equation model; success measures; task knowledge A Model of Interrelationships among Individual Level Knowledge Management Success Measures 1 Shahnawaz Muhammed, Fayetteville State University, USA William J. Doll, The University of Toledo, USA Xiaodong Deng, Oakland University, USA InTRoduCTIon Knowledge management (KM) has been in- terpreted and conceptualized at many levels (Earl, 2001). The most prominent treatment in the literature on knowledge management has viewed it as an organizational initiative or as an organizational system (Alavi & Leidner, 2001; Jennex, Smolnik, & Croasdell, 2007). This paradigm views knowledge as an organizational resource that has to be managed well in order to gain organizational competence. Speciic processes and systems, especially, information systems (IS), are needed to manage this key