Prior studies suggest that certain issues, principles and policies are related to the successful institutionalisation of Knowledge Management (KM). This article examines the role these three factors play in the establishment of KM and report on an empirical study conducted in 86 South African based organizations. On average, knowledge is regarded by respondents as a strategic corporate resource and KM is considered as one of the top five internal priorities of organizations. In support of the concern that maturity models are biasing KM institutionalisation towards the technological domain, findings support the argument that endeavours in KM, directly supported by ICT, are easier to implement and/or better managed and institutionalised, than endeavours that require a human component to succeed. The findings confirm that there is agreement within organizations for hybrid KM environments that include technology and people. There is a strong element of testing the ground before full commitment and implementation of KM. KM maturity can therefore be seen to be a derivative of commitment and willingness, more than the implementation of technology.