Information Impact | Journal of Information and Knowledge Management

Knowledge Management (KM)

Knowledge management is a process of acquiring, generating, accumulating and using knowledge for the benefit of the
organization to enable it to gain a competitive edge for survival, growth and prosperity in a globalized competitive economy.

Knowledge management (KM) is the process of identifying, organizing, storing and disseminating

information within an organization. When knowledge is not easily accessible within an organization, it
can be incredibly costly to a business as valuable time is spent seeking out relevant information versus
completing outcome-focused tasks.

Types of knowledge
The definition of knowledge management also includes two types of knowledge—tacit, implicit, and explicit
knowledge. These types of knowledge are largely distinguished by the codification of the information.
 Tacit knowledge: This type of knowledge is typically acquired through experience, and it is intuitively
understood. As a result, it is challenging to articulate and codify, making it difficult to transfer this
information to other individuals. Examples of tacit knowledge can include language, facial recognition, or
leadership skills.
 Explicit knowledge: Explicit knowledge is captured within various document types such as manuals,
reports, and guides, allowing organizations to easily share knowledge across teams. This type of
knowledge is perhaps the most well-known and examples of it include knowledge assets such as databases,
white papers, and case studies. This form of knowledge is important to retain intellectual capital within an
organization as well as facilitate successful knowledge transfer to new employees.

Nature of Knowledge Management (KM)

The effectiveness of any knowledge management practice will depend on the effective utilization of people, processes and
systems (technologies).

These are the three fundamental focuses, facets, elements or components of knowledge management which works in relation
to one another to achieve any knowledge management objective(s). Every knowledge management practice must therefore
put these elements in place to achieve a successful outcome; hence they are referred to the tripartite nature of knowledge
management for the purpose of this paper.
People also known as human resources are key in knowledge management and as such must be given consideration in any
knowledge management practice. As already stated, knowledge is the basis of knowledge management, and people are the
primary conveyor of this knowledge in the form of tacit knowledge, even in explicit knowledge, people are needed to ensure
codification. In line with this, Aziri, Veseli and Ibraimi (2013) note that organizational knowledge and knowledge
management is dependent on human resources. Also, Armstrong (2006) asserts that people influence knowledge
management by promoting an open culture that values/inspires sharing of knowledge; promote a climate of commitment and
trust; develop systems and policies for knowledge management among others.

Another component is the knowledge management processes, which connote the methods and steps by which knowledge
management practices are achieved. Edwards (2011) model connotes implementing new ways to work or to build in what
you want to achieve, in both cases to achieve knowledge management objectives. He further opines that people help design
and then operate Processes, while Processes define the roles of, and the knowledge needed by People. Meanwhile, systems
or technologies which is the third component of this system, refers to all devices that supports the practice and
implementation of knowledge management. Knowledge Management requires technologies to support people and processes
involved in knowledge management. Subsequent part of this paper will pay attention to the processes and systems
(technologies) in knowledge management as suggested by the title of the work.
 People

Knowledge
Management

Systems
Processes

Figure 2: Tripartite nature of knowledge management

benefits of Knowledge Management

Knowledge management (KM) has become a priority for organizational competitiveness and advantage because of the
benefits it accrues. Jelenic (2011) on the importance of knowledge management in organizations avers that KM

very organization can highly benefit from their people sharing, innovating, reusing, collaborating and learning information.
This makes it a good idea to boost knowledge management by implementing proper knowledge management techniques in
your business so you can take full advantage of the benefits:

Improve the decision-making process 

By obtaining access to the knowledge of the entire organization, employees can advance the quality and speed of decision-
making. When making decisions, enterprise collaboration tools facilitate the access to opinions and experiences of different
people with diverse viewpoints and judgements, which may contribute new and fresh perspectives to the choices made. 

Increase customer satisfaction 

Knowledge sharing and cross-collaboration help to increase the value presented to customers. The organization can give
faster answers or shorten the time it takes to improve a product or service.

Promote innovation and cultural change 

Knowledge Management enables and encourages the sharing of ideas, collaboration and access to the latest information. It
also allows individuals to stimulate innovation and the cultural changes needed to evolve the organization and meet changing
business needs.

Speed up access to knowledge and information

Knowledge Management simplifies the operation of finding the information you need, or the people who hold it. It increases
effectiveness and productivity and allows you to work better, reducing the tendency to reinvent the wheel.

Avoid redundant effort 

No one likes spending their time doing something over and over again. However, people do so all the time for many reasons.
Avoiding effort duplication can save you a lot of time and money; it keeps employees motivated, and streamlines work too.
So, by not spending time reinventing the wheel, you can have more time on your hands to invent something new. 

Accelerate customer delivery 

One vital differentiator among competitors is the speed of execution. Assuming that everything else is equal, companies that
deliver sooner than others will win. By sharing knowledge and innovation internally, you can significantly reduce time to
provide a proposal, product, or service to a customer. Which translates into increased win rates, add-on business, and new
customers.

Stimulate growth and innovation 

It is becoming more challenging for businesses to increase their revenues as industries mature and competition increases.
Creating new knowledge through effective knowledge sharing, collaboration, and information delivery can help stimulate
innovation. If you achieve this and many of the other benefits enabled by knowledge management, you should be able to see
growth.
KNOWLEGDE MANAGEMENT PROCESSES (KMP)

Knowledge management processes are series of activities an organization put in place for the facilitation and use of
knowledge. The management of knowledge is a continuous process in which one form of knowledge is transformed into the
other. Knowledge management processes support the conversion of tacit knowledge to explicit knowledge and explicit to
tacit. Many scholars such as; Dhamdhere (2015b), Alegbeleye (2010), Mutula and Mooko (2008) amongst others have
identified some processes of knowledge management to involve:

Knowledge Acquisition and Generation

Acquisition in Knowledge management deals primarily with tacit knowledge although it also acquires explicit knowledge.
The tacit knowledge can be transferred to explicit knowledge through externalization, that is, the tacit knowledge is
converted to recorded form, in documents or databases for reference by others (Alegbeleye, 2010). However, before
knowledge is acquired, it is essential to identify the knowledge an organization has and needs to achieve its objective which
is called “knowledge identification"

. Knowledge generation focuses on knowledge creation for exploration and knowledge exploitation. Knowledge can
be generated through:

Writing both formal and informal.

Research: the whole essence of research (which is a systematic investigation) is to generate knowledge. Examples are:
Research institution, tertiary institution etc

Shared problem solving: This can be referred to as brainstorming. This has to do with knowledgeable persons in a particulars
area coming together to share their view about a problem in order to proffer solutions. Examples are; seminars, conferences,
workshop etc
Knowledge Capture

Knowledge capturing is another important aspect or component of knowledge management in knowledge based
organizations. Knowledge capturing involves:

Technology: Several technologies exist for facilitating the creation and sharing of knowledge. Information technology is a
useful instrument in knowledge management and use for effective services in an organization.

Knowledge Mapping: Knowledge mapping is a method used to identify where knowledge resides within an organization.
Knowledge mapping requires the techniques of questionnaire, interview and sometimes observations. The questionnaire
should identify persons within the organization with special knowledge or expertise. Mutula and Mooko (2008) described
Knowledge mapping as a navigation aid to codify information and tacit knowledge, showing the importance and the
relationship between knowledge stores.

Knowledge Organization

The knowledge acquired generated or created needs to be properly organized for easy access and retrieval which is the
essence of organization of knowledge. Librarians as information practitioners organize knowledge in documented form
called information resources through cataloguing and classification. Nwalo (2003) defined cataloguing as the process of
writing descriptive information of a book and non-book material on a catalogue card and classification as assigning a class
number to a book that corresponds with a subject heading following a chosen classification scheme. In addition, Alegbeleye
(2010) identified a number of aspects involved in organization of knowledge as: Identification of messages, identification of
texts, and description of content. Tools for such organization of knowledge include indexing, abstracting and cataloguing
technique.

Knowledge Storage

The knowledge created and acquired needs to be properly stored and preserved for subsequent access and use, and for the
sake of posterity. Alavi and Leidner, (2001) pointed knowledge storage as a process in knowledge management involves
capturing, transcribing, and coding knowledge. While, Alegbeleye (2010) asserted that the ideas of knowledge storage,
which he also called knowledge “repository” as used in knowledge management is to take documents with knowledge
embedded in them and store them so that they can be easily retrieved in the future.

Knowledge Sharing

Knowledge sharing is a key component in knowledge management. Ikenwe and Igbinovia (2015) described knowledge
sharing as a fundamental priority of knowledge management and defined it as an act through which, acquired information,
knowledge, ideas, skills, and experiences are exchanged and shared among people, organizations and institutions.
Knowledge sharing allows Inform

ation for leveraging the knowledge gained by an organization (Alegbeleye, 2010), and the main reason of sharing individual
knowledge to entire organization is that knowledge should not disappear if that employee leaves the organization
(Dhamdhere, 2015b). An organization must put certain measures (incentives) in place to ensure knowledge is shared and to
discourage knowledge hoarding.

Knowledge Application

Once knowledge is shared among people in the organizations, the shared knowledge should be applied to solve a problem.
According to Dhamdhere (2015b) if the gathered, stored, created and shared knowledge will not be applied properly the
whole process would be in vain and for proper knowledge application, knowledge management process should be
communicated to users. That is, knowledge should be put to affective and efficient utilization to fill a gap or need.

Knowledge Management Systems (KMS)

Any kind of information technology system designed to help store, organize and ensure easy retrieval of information is a
knowledge management system.

A knowledge management system (KMS) is a platform that stores and retrieves information for better understanding,
processing, and collaboration between various teams within a company. That is, instead of using multiple resources, such as
the internal company’s network, emails, or saved files, you can rely on one unified resource as the go-to hub for shared info. 

Types of knowledge management system

There are two basic types of knowledge management systems, with some overlap between them:

Internal knowledge management systems for employees

External knowledge management systems for customers

Let’s look at some examples of each.

Internal knowledge management systems

Companies have different types of knowledge.

Some, like case studies, instructions, company policies, etc., are easily documented and communicated (known as explicit
knowledge).

Others are implicit, gained on the job, and may be passed down from employee to employee—for example, the steps to
complete certain processes. Tacit knowledge includes skills and wisdom accumulated over long periods. For example, by a
C-level executive or long-serving employee. This type of knowledge is more challenging to document and transfer.

1. Enterprise knowledge bases

Enterprise knowledge bases gather and store all of a company’s knowledge and content assets and make them easily
shareable and accessible. They act as a centralized, go-to compendium of knowledge for employees to find answers and
materials. This helps overcome knowledge management challenges like important information being buried in inaccessible
silos.

Enterprise knowledge bases are precious as teams and organizations grow, especially for remote, digital workforces.

Tools: Stonly is one of the best knowledge management software tools to create a no-code enterprise knowledge base. It
replaces static articles with interactive guides so employees can choose personalized learning paths. This makes for more
dynamic training and onboarding.

2. Document management systems

Document management systems are designed to help teams organize, manage, and distribute content. For example, text
documents, images, records, surveys, product information, emails, web pages, etc.
Tools: PrizmDoc Viewer and Concord facilitate tracking, editing, and collaboration on information-related projects.

3. Learning management systems

Learning management systems focus on in-depth educational materials and professional development courses. These tools
are helpful for employees that want to become experts in specific areas. Still, they are less useful for onboarding and training
employees on using company software and following required processes.

Tools: SAP Litmos and Paylocity are good choices to guide employees through hours of training on a topic they’d like to
understand better.

4. Team collaboration tools

Team collaboration tools are a centralized information repository for information like plans, processes, and policies. They act
like an intranet with features that make collaboration easier for distributed teams. Being able to organize, publish, store, and
share in this way helps eliminate siloed information and departments and improves team performance.

Tools: Notion and Confluence are our top picks to facilitate project management and teamwork.

External knowledge management systems

External knowledge management systems are used to share knowledge and improve the customer experience.

5. Customer support knowledge bases or help center tools

Customer support knowledge bases make it easy for customers to access onboarding materials, product walkthroughs, FAQs,
etc. With ever-more products involving a digital component, good software documentation is crucial to the success of any
digital product. So replacing static help center articles with contextual, interactive help right where people need it—on your
website, app, or digital tools—helps drive customer and employee success.

Making it easy for customers to self-serve and choose their learning path reduces support tickets while improving the
customer experience and satisfaction.

Tools: Stonly is the best choice of no-code software documentation tools. It’s searchable, interactive guides deliver in-
context help anywhere on your site or digital product.

How does a knowledge management system work?

A knowledge management system is any digital tool or platform that’s designed to document, store, and retrieve knowledge.
Knowledge management systems can be internal (used by employees) or external (used by customers). Either way, the aim is
to make finding answers, learning, and sharing information easier

Knowledge Management Strategies

The approach you take will depend on how your company currently functions. Organizational structure, politics,
management style, and existing processes all create parameters around what kind of KM implementation is workable.
Regardless of the approach you choose, however, implementing KM will inevitably affect your organization’s people,
technology, and processes. Therefore, it’s best to keep all three in mind when enacting a knowledge management strategy.

Theoretical approaches aside, there are some common tactical ways of handling knowledge. The common strategies include:

Storing knowledge vs. sharing knowledge: Storing knowledge involves accumulating, codifying, and maintaining knowledge
in a reliable storage system. This is a good first step, but successful knowledge management also requires a system to
disperse that stored knowledge.

Codification vs. personalization: The difference between these strategies are similar to the previous example. Codification is
any activity where you are collecting knowledge (creating and maintaining databases, content architecture, training to
support software storage systems), and creating awareness of these collection systems. Personalization, is connecting people
to this codified knowledge by forming learning communities, promoting active discussion and knowledge transfer, and
facilitating group interaction.

Push vs. pull: These represent two opposing strategies. In a push strategy, individuals actively encode their knowledge to
make it available for others. In a pull strategy, team members seek out experts to request knowledge sharing, so you only
transfer knowledge on an as-needed basis.

SECI model: This is the knowledge transfer and strategy model first proposed by Nonaka and Takeuchi in 1996, and is
considered the cornerstone of knowledge management theory. It outlines the four different types of knowledge transfer:

Socialization: Tacit to tacit, where knowledge is transferred intuitively through observation, guidance, and practice.

Externalization: Tacit to explicit, which codifies intuitive, intangible knowledge in order to be taught. This type of
knowledge transfer is the most difficult because tacit knowledge is extremely difficult to break down into digestible
directives.
Combination: Explicit to explicit, where codified knowledge is transferred or combined with other codified knowledge. This
type of knowledge transfer is the simplest.

Internalization: Explicit to tacit, where an organization follows and practices codified knowledge so that it becomes intuitive.

Data mining is a process of discovering data patterns based on algorithms, and is another common element of sophisticated
knowledge management programs. Because codifying all of your internal knowledge will result in a huge knowledge library,
data mining can help identify patterns and extract data. It still uses qualitative methods of data analysis, but automated
programs will likely rely on algorithmic work.

Barriers to Knowledge management

Abdolshaha and Abdolshahb (2011) carried out a study on the barriers to the implementation of knowledge management in
Iranian institutions and opine that unawareness of senior managers about knowledge management concepts, lack of proper
competition among institution for attracting customers, lack of formation of knowledge management team and lack of proper
information interchange among institutions could hinder KM in implementation in an institution. Bartczak (2012) on
identifying barriers to knowledge management in the United States military include leadership education and commitment,
lack of resources, among others as barriers faced in KM implementation. Moreover, lack of monitoring or managing KM
systems and focusing on an individual rather than a team approach are also some barriers to the implementation of
knowledge management as proposed by Dooley (2013).

On what could be the major limitations to the implementations of knowledge management, Dzunic, Boljanovic and Subotic
(2012) found out that respondents for their study indicated insufficient training, unwillingness of employees to share
knowledge with other employees, too complex system, failure to recognize personal benefits that employees would have of
sharing and managing knowledge and lack of trust among employees, respectively are major barriers to the introduction of
knowledge management. Ujwary-Gil (2017) in her study aimed at analyzing the barriers to knowledge management notes
that lack of reward and motivation for seeking and sharing knowledge, unawareness of where the knowledge-base of the
institution is, organizational culture promoting individual results to knowledge sharing, limited resource, unfriendly nature of
technology system among others are some factors that hinders knowledge sharing in organizations.

Frost (2012) gave some knowledge management casual failures which could be a barrier to the successful implementation of
knowledge management to include:

Lack of performance indicators and measurable benefits

Inadequate management support

Improper planning, design, coordination, and evaluation

Inadequate skill of knowledge managers and workers

Problems with organizational culture

Moreover, on the barriers to knowledge management, it is pertinent to consider the work of Disterer (2001) who stated the
individual and social barriers to knowledge transfer. The individual factors include loss of knowledge power, poor revelation
on knowledge sharing, uncertainty of the value of knowledge to be shared and lack of motivation. Moreover, the social
factors include lack of a common language to communicate knowledge and special language features like analogies and
metaphors to externalize tacit knowledge hidden in individual mental models; conflict avoidance and some conservative
habits; bureaucratic and administrative

organizations With strict formal procedures, which prevent the transfer of knowledge and new ideas; and, lack of coherence
between the personal intents of the individuals and the paradigms of the organization (which cover strategic intent, vision,
mission, strategies, values etc).

Conclusively, from the literature reviewed, the implementation of KM can be hindered by several reasons as seen above to
include management unawareness or unfamiliarity with the concept; poor knowledge sharing culture; poor management of
people as knowledge-base, systems or tools and KM processes; lack of commitment from leaders; inadequate resources and
will-power; lack of or poor motivation; unfavourable organizational culture, and unskilled personnel to man complex
technologies

Emerging Trends of Knowledge Management

1. Improving Information Discovery With Knowledge Mining And AI

Over 80% of enterprise content is unstructured. Unlike in the case of structured data formats, analyzing and extracting useful
information from unstructured data like memos, emails, text documents, videos, etc. is a mammoth task. And this data holds
immense business value.

Knowledge mining is an emerging AI-driven concept which includes using a combination of intelligent services to easily
explore this data, uncover hidden insights and find relationships at scale. This enables knowledge workers to seamlessly
access unstructured data and make better business decisions.
Knowledge mining includes three phases:

Ingest: Knowledge exists in both structured and unstructured formats in a variety of legacy and modern enterprise systems.
With knowledge mining tools, you can use pre-built connectors and integrations to connect first and third-party applications
and bring your data together.

Enrich: The data that has been captured in phase 1 needs to be analyzed, enriched with the right metadata, and classified with
the right tags. This is where AI technologies like machine learning and Natural Language Processing (NLP) can be used to
automate manual tasks like metadata generation, tagging, classification and taxonomy usage. Data enrichment ensures that
your data becomes discoverable via search. 

Explore: Organizations are replacing their traditional enterprise search tools with cognitive enterprise search engines which
leverage AI and NLP to deliver highly relevant search results. These advanced search tools connect all your internal and
external enterprise apps together and act as a unified search engine to provide access to relevant org-wide knowledge. 

2. Faster Access To Knowledge With Knowledge Bots

A knowledge bot can be designed to provide information related to any topic relevant to knowledge workers. For instance, a
knowledge bot can answer questions like “Who is the marketing manager for New York?” or “How to update my operating
system” or “What is Brett Shaw’s email ID?”. Employees can also use the bot to retrieve documents from the knowledge
management system e.g “Get me the sales report for 2017” or “Send me the project A’s status report” etc. Employees can
conduct natural language conversations with a chatbot or voice bot and access information seamlessly via text or voice
mediums. These bots will be available as  personal assistants within your intranet and also in your messaging applications
like Teams, Skype For Business, Skype etc.

3. Personalized Search Experiences

As discussed previously, cognitive enterprise search is an important tool for modern knowledge management systems and
key to deliver personalized search experiences.

For example, a quick search on the “Rebranding Directors” of the company should not only yield information about the
relevant people in the company but also personalize the results based on the users’ profile i.e location, geography, interests,
job role etc. In addition, the search should also cater to the language needs of employees across the globe.

3. Seamless Collaboration
Flexible and diverse tools that enable hassle-free collaboration will be an indispensable part of all intranet packages.

As traditional working models like Gantt Charts take a backseat, tools like task management spaces, cases, wiki pages and
forums, which support unhindered collaboration and communication will become important in a remote working
environment. 

4. The Rise Of Mobile Technology

Modern employees prefer convenience and accessibility over everything else. Hence, a significant knowledge management
trend that is likely to emerge is better compatibility of intranet and knowledge management tools with the mobile interface.

The aim is to have all the necessary tools at the employees’ fingertips, no matter where they are working from.

4. All Tools On A Single Platform

Employees need to juggle between applications, programs, and tools outside the knowledge management system for a variety
of activities including managing projects, communicating, creating content etc. An intranet software can bring all the
workplace apps and the knowledge management system together under an integrated digital workplace suite. This eliminates
the need for employees to log into and switch different applications.  

6. Cloud-Based Platform

The Software as a Service model is seeping into the digital workplace world. More and more intranets with knowledge
management systems are now being offered as an Intranet-as-a-Service model. This is an attractive option for companies
who want flexibility and a cloud-based monthly subscription model instead of a large investment upfront. The increased need
to access information anytime and anywhere is also a key driver for this trend.

7. Friendly User-Interface

A well-designed user interface (UI) will help employees to navigate quickly and leverage the knowledge management
system properly.

What the staff sees on the screen directly affects how quickly they adapt to the system. Therefore, an attractive, compact, and
customizable interface shall form the backbone of an efficient knowledge management system.
Conclusion and Recommendations

The practice of knowledge management (KM) is trendy in organizations where productivity, efficiency and innovation are
the watchwords. KM is basically made up of three components of processes, people and systems, which must be effectively
managed to meet the objective of any knowledge management practice. This paper examined the various processes necessary
to achieve the goal of knowledge management as well as the systems or technologies required to support these processes. In
view of which the following recommendations are made:

Organizations should encourage the creation of knowledge by supporting research activities, encouraging collaborations and
team work.

Organizations should set up reward systems through which members will be motivated to acquire as well as share knowledge
for common good.

Organizations should carryout knowledge mapping to identify best practices related to their areas of operations and inculcate
such practice into their organizational activities.

Organizations should create knowledge repositories that are accessible with user friendly interface.

Organizations should ensure that generated knowledge is applied in solving real-time problems and ensuring innovations.

Organizations should endeavor to acquire tools and technologies necessary to support people and processes involved in
knowledge management.

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About the authors

Igbinovia, O. Magnus, is a PhD student at the department of Library, Archival and Information Studies, University of
Ibadan, Nigeria. He is a researcher, library advocate and certified librarian of Nigeria. He has published more than ten (10)
scholarly articles in learned journals and presented several papers at conferences with research areas to include knowledge
management, sustainable development, organizational psychology, users’ studies and library management. He can be
contacted with infor.migbinovia@gmail.com

Information Impact | Journal of Information and Knowledge Management

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 Knowledge Management: Processes and
Systems
Ikenwe, I. Joy, is a Lecturer 2 with the department of Library and Information Science, Ambrose Alli University, Ekpoma,
Nigeria. She has published several research articles with both national and international journals, and presented paper at
conferences. Her areas of research interest include knowledge management, information literacy and digital libraries. She can
be contacted with ikenweiguehi@yahoo.com

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