PROFESSIONAL ENQUIRY:

KNOWLEDGE MANAGEMENT
Enabling Effective Knowledge Sharing and Collaboration

Student name & ID: Subroto Chakraborty: S1144979

Institute: Wittenborg University of Applied Sciences

TABLE OF CONTENT

TABLE OF CONTENT 2

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1. INTRODUCTION 3

2. LITERATURE REVIEW 4

2.1. Relationship between Data, Information & Knowledge 4

2.2 Classification of Knowledge 6

2.3 Pillars of Knowledge Management 7

2.4 Knowledge Management Processes & Goals 10

2.5 Knowledge Management Systems 11

2.6 Knowledge Management Tools 12

2.7 Implementation of Knowledge Management 14

3. DISCUSSION 17

3.1 Benefits of Effective Knowledge Management 17

3.2 Challenges for Effective Knowledge Management 19

4. Conclusion 20

5. References 21

1. INTRODUCTION
Knowledge is often stated as an infinite asset because it is the only asset that in-
creases when shared. Knowledge management is the process of acquisition, sharing and
application of knowledge. (Groff and Jones, 2012)

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 In a business set-up, Knowledge Management (KM) is treated as tools and tech-
niques to retain, organize and share business expertise. Individuals and organisations can
enhance their decision-making abilities, innovate and achieve sustainable growth. KM is a
critical part of professional enquiry which aids the acquisition, sharing and application of
knowledge. (Groff and Jones, 2012)

KM consists of Knowledge Management Processes and Tools which are leveraged to

improve organisational behaviour and decision-making which is key for improving organ-
isational performance. W.R. King (2009)
There are two different paradigms of knowledge. The old paradigm states that
“Knowledge is Power”. However, the new paradigm emphasises on sharing of knowledge
to grow its influence. Uriarte, F. (2008)
In this essay, we will try to understand the importance of Knowledge Management in
Professional enquiry by examining the pillar of Knowledge Management. In the literature
review section, we will try to define the components of Knowledge Management. Under-
stand the relationship between Data, Information & Knowledge. Identify different types of
knowledge. We also need to define Knowledge Management Processes / Systems / Tools.

In the discussion section of the essay, we will the advantages of using Knowledge
Management in an organisation with examples from case studies.

2. LITERATURE REVIEW
A literature review is critical for developing a deep understanding of a particular
topic. For this essay, we want to create a good conceptual understanding of what Knowl-
edge Management (KM) means and what are its main components. There is also a need to
differentiate between types of knowledge available in an organisation and explore the re-
lationship between Data, Information & Knowledge. We will also discuss Knowledge
Management Processes (KMP) & Knowledge Management Systems (KMS) & Knowl-
edge Management Tools (KMT).

2.1. Relationship between Data, Information & Knowledge

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 a. Data: Data is raw in nature without any context. It exists in various forms irre-
spective of its usability.
b. Information: The data which has meaning by providing context is known as in-
formation. The information helps us gain insight into the raw data.
c. Knowledge: Knowledge is information combined with the capability to under-
stand to decode hidden insights. Knowledge also provides a certain level of pre-
dictability which comes from recognising patterns which help us in effective decision-
making. Therefore, we can say that Knowledge guides our actions whereas informa-
tion and data confuse us without relevant context. Todd R. Groff, Thomas P. Jones

(2003)

Figure 1.1 demonstrates the conceptual progression from Data to Knowledge.

Picture courtesy: Uriarte, F. (2008)

The graph indicates that when information is processed it can potentially become
knowledge. Information is processed once we see some patterns emerging about data and
information. And when one can understand the patterns and their implications then the
data and information collected becomes knowledge. Figure 1.1 also indicates that knowl-

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edge is less dependent on context, unlike data and information. It means that knowledge
can create its context through the understanding of patterns. Uriarte, F. (2008)

Wisdom is the final stage of this conceptual flow. The usage of knowledge accurately
and consistently to one’s benefit indicates the presence of wisdom.
Now that we have understood the relationship between Knowledge, data and infor-
mation, we need to understand the types of knowledge which is available at any organisa-
tion and the relationship between them.

2.2 Classification of Knowledge

a. Tacit & Explicit Knowledge: Tacit & Explicit knowledge are quite different but
are complementary in nature. Tacit knowledge includes skills which are gained
through experience. Tacit Knowledge cannot be easily replicated because it resides in
an individual’s brain. Explicit knowledge on the other hand is codified, and stored in
cloud-sharing servers, documents and databases and e-mails. Explicit knowledge can
be easily replicated and shared. Lin, X. (2019)
Both are complementary in nature, where one form of knowledge is not relevant
without the other. For example, explicit information about a designing software manual
can be stored and shared. However, without the tacit knowledge of how to use the plat-
form efficiently which comes from experience, it will be difficult to produce favourable
outcomes. Therefore, we can conclude that tacit information is important to understand
explicit knowledge.

b. Organisational Knowledge & Personal Knowledge: Personal knowledge is ac-

quired by individuals working in an organisation. Individuals specialise in certain depart-
ments and can be considered subject matter experts. Organisational knowledge synchro-
nises the collective knowledge of individuals from each department into productivity. Lin,
X. (2019)

Now that we have classified knowledge into various categories, it is important to un-
derstand what Knowledge Management means in a broader sense and its pillars.

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2.3 Pillars of Knowledge Management
The pillars of knowledge management are foundational principles and elements that
form the basis of an effective knowledge management strategy within an organization.
These pillars provide a framework for managing knowledge assets and promoting knowl-
edge sharing and collaboration. These pillars were first identified by Michael Stankosky
and he coined these principles as the “four pillars” of effective Knowledge Management
(KM) in 1999. Various workshops were conducted to find out the relationship between
each pillar and its importance in the KM. (Stankosky, 2005)

The following are commonly recognized as the key pillars of knowledge manage-
ment.

a. Management & Organisation: This can be considered the most important pillar of
KM. The commitment from top-level management is key to any KM system. The top-
level management can display its commitment in two ways. Firstly, by demonstrating
leadership skills and by serving as a role model to other associates by using and shar-
ing knowledge themselves. It instils confidence in other associates to indulge in the
knowledge management system. Secondly, creating an organisational structure to sup-
port knowledge management which includes financial, technological and human re-
sources. Creating a new knowledge management department under a Chief Knowl-
edge Officer could be the way forward for organisations. Another aspect of this pillar
entails the recording and storage of knowledge related to customers which must be
generated, shared and organised. The knowledge accumulated can help an organisa-
tion with crucial insights into the customer journey and behaviour. Uriarte, F. (2008)

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 b. Infrastructure: Effective Knowledge Management systems rely on technology
and infrastructure support. The complexity of business processes requires appropriate

communication and information technologies to implement knowledge management sys-

tems. Three principal technology infrastructures are essential for any KM system. The
technical infrastructure required to organize material; search for information and provide
access to suitable experts. Uriarte, F. (2008)

Picture courtesy: Uriarte, F. (2008)

Table 1.1

Table 1.1 shows the different technologies which can be

adopted by an organisation for effective Knowledge Management. Technological and ICT
support are the backbone of KM. Without appropriate tools, knowledge can neither be ac-
cessed nor shared efficiently within the organisation as well as with customers. Uriarte,
F. (2008)

c. People & Culture: There is an ongoing debate amongst management analysts

about the most important pillar of KM. Some have argued that technology is the most im-

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portant pillar while others feel that people are the most important aspect of knowledge
management. Uriarte, F. (2008) People in an organisation are the carriers of tacit knowl-
edge and sharing tacit knowledge is important in knowledge management. Therefore, peo-
ple in an organisation should be given equal importance along with material resources and
processes which facilitate knowledge management. People and culture are considered en-
ablers of knowledge management. There are three key elements to this a) the redefinition
of organizational structure, (b) the corresponding human resource practices, and (c) a con-
sistent organizational culture. Uriarte, F. (2008)

d. Content Management System: Content Management System comprises internal

and external information assets that support the creation and administration of digital in-
formation. Uriarte, F. (2008)
Programs for managing website content through backend access should be developed
and maintained for effective KM. Provision for uploading new content by “authors” and
“contributors” should also be made available. Uriarte, F. (2008)

2.4 Knowledge Management Processes & Goals

Knowledge Management Processes include acquisition, creation, refinement, storage,

transfer sharing, and utilization of knowledge. The goal of KM is to upgrade the organisa-
tion’s knowledge assets, improve organisational behaviour and enhance decision-making
capabilities for improved organisational performance. W.R. King (2009)

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 Figure 2.1 Knowledge Management Process Cycle

Figure 2. Displays a KM cycle model. These types of cycle models can help us un-
derstand the correlation between PM Processes and Organsationaltional Processes. We
can see that effective Knowledge Management Processes positively impact Organisational
Processes like Innovation, Individual & Collective Learning, Inter-departmental collabo-
ration and Decision-Making.
According to Nonka (1994), there are four modes of knowledge creation, one of the
key components of the KM Process.
a. Socialisation: Creation of new tacit knowledge through social interaction &
shared experiences.
b. Combination: Creation of new tacit knowledge by the means of merging, cate-
gorising and synthesising explicit knowledge.
c. Externalisation: Convert tacit knowledge into new explicit knowledge. In prac-
tice, we can see organisations create a Frequently Asked Questions (FAQ) database
for employees and customers alike.
d. Internalisation: Creation of new tacit knowledge through explicit knowledge. In-
ternalisation is a time-intensive process. Employees gain valuable experience from us-
ing explicit knowledge like manuals and instructions effectively. Over time they figure
out the best way of using explicit knowledge and convert it into tacit knowledge. W.R.
King (2009)

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2.5 Knowledge Management Systems

Knowledge Management Systems are computer and cloud-based applications used

within any organisation to support KM processes. These systems are “lesson learned”
repositories of knowledge like Microsoft SharePoint. They are meticulously designed to
help employees establish contact with experts on a wide range of topics. W.R. King
(2009) These knowledge systems also require greater human involvement to make them
more efficient, unlike other information and communication systems where the level of
automation is quite high. W.R. King (2009)

2.6 Knowledge Management Tools

Knowledge Management Tools (KMT) are software applications capable of creating

repositories, search engines and virtual spaces for storing knowledge. A good KMT
should be easily accessible to users from any location globally with minimal hassle. Uri-
arte, F. (2008)

Some of the most commonly used KMTs are :

a. Document management system: Documents are the most commonly used source of
knowledge and information in an organisation. Huge amounts of data and information are
stored in documents both physically and digitally. Systematically organising and collating
these documents are done through a Document Management System. Adopting such sys-
tems can help an organisation optimise and save a considerable amount of time & money.
MS Sharepoint and Oracle iFS are a few examples of Document Management systems
used by corporates. These systems enable the flow of knowledge within all departments of
an organisation. Uriarte, F. (2008)

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 b. Enterprise Portal: Enterprise portals are single point-of-contact platforms which
facilitate easy access to knowledge. It is an important tool for Knowledge Management
because it provides easy and uncomplicated access to knowledge. Portals are usually
Web-based applications which makes it easier for employees to search for information on-
line (intranet) with the help of a few clicks. Portals can also integrate teams working on
similar projects and provide added features like shared workspace, audio and video con-
ferencing. Presentations and reports can also be shared through portals with enhanced on-
line editing. Uriarte, F. (2008)
c. Knowledge Map & skills management: In organisations where people are consid-
ered critical company assets, skill development and management of capabilities, and inter-
est is very important Skill management systems are web-based tools which help organisa-
tion distribute workload and keep track of progress. Employees can also get in touch with
Subject Matter Experts (SMEs) from a curated expert directory. A good skill manage-
ment system helps department reach their targets and focus on individual development.
Uriarte, F. (2008)

d. Information database and lesson-learned system: Lesson-learned systems act as the

memory of the organisation. People within an organisation are gaining new skills and
knowledge every day. In organisations where best practices are a major part of their
knowledge base, lesson-learned systems provide information on previous failures and suc-
cesses. These insights are critical to the day-to-day running of a business. The hotel indus-
try and asset management companies should be able to leverage lesson-learned systems to
optimise employee interaction with customers and people within the system. Uriarte, F.
(2008)

e. Collaboration tools: Collaboration is one of the most important aspects of Knowl-

ege Management along with the management of documents. Collaboration is one of the
most effective and organic ways of sharing knowledge within an organisation. Collabora-
tive tools work as conference rooms where colleagues can join the discussion from any-
where in the world and try to complete group and individual tasks. Calendars, projects and
opinions are shared through these tools. E-mails, browsers, virtual rooms and applications
are used for knowledge sharing, building relationships and streamlining workflows.
Workflow management and groupware bring people together to work on identical

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projects. Microsoft Exchange & Lotus Notes are examples of collaborative tools. The use
of collaborative tools can also save travel time and finances. Uriarte, F. (2008)

f. Communities of Practice. Communities of practice comprise groups with similar

interests. These groups can be connected in a physical set-up like an event or seminar or
digitally through collaborative platforms. These groups can also exist outside the purview
of an organisation. These days, companies actively encourage their employees to be part
of such groupings as they have identified the Comunitiry of Practices as a powerful tool
for Knowledge Sharing and Management. It also drives innovation through the exchange
of ideas, particularly in the research and scientific community. Li, L.C., Grimshaw, J.M.,
Nielsen, C. et al (2009)

2.7 Implementation of Knowledge Management

One of the biggest challenges of Knowledge management lies in its execution. Peo-
ple in professional set-ups are quite often reluctant to share knowledge freely. Hoarding of
knowledge creates duplication of work along with inefficiencies and high costs. The cul-
tural change issue might be the biggest challenge in implementing Knowledge Manage-
ment effectively. Programs should be created to reach out to individuals within the organi-
sation. These programs should ideally deal with training, advocacy, communication, poli-
cies and incentives. Uriarte, F. (2008)
A robust framework should be formulated to implement Knowledge Management ef-
fectively. The framework should also have a clear structure to it.

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 Figure 2.2 Knowledge Implementation Framework

Picture Courtesy: Uriarte, F. (2008)

From Figure 2.2 we can deduce that a good Knowledge Management Framework is
multi-layered. The top layer consists of Enablers. These are individuals from top-level
management and they provide organisational leadership and know-how to implement
Knowledge Management. They contribute by sharing their tacit knowledge with other de-
partments and colleagues. The second level of the framework consists of Levers. They
amplify the contribution of knowledge by creating processes and measurement systems.
Uriarte, F. (2008)
The deployment of Knowledge Management Systems (KMS) happens in 5 stages:

• Stage 1 - Advocate & Learn

• Stage 2 - Develop Strategy
• Stage 3 - Design & Launch KM initiatives
• Stage 4 - Expand & Support
• Stage 5 - Institutionalised Knowledge Management. Uriarte, F. (2008)
The literature review gave us valuable insights into key concepts associated with
Knowledge Management like KMP, KMS & KMT. We also understood the relationship

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between data, information and knowledge and how they interact with each other. We also
discussed the implementation of KM in an organisation with the help of a framework and
the stages in which it should be deployed.

Now we need to discuss the benefits of using Knowledge Management in an organi-

sation and formulate ways in which we can keep on improving systems and processes for
organisational efficiency.

3. DISCUSSION

In this section of the essay, we look at some of the benefits of effective knowledge
management with the help of case study examples.

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3.1 Benefits of Effective Knowledge Management

a. Enriching Professional Development: Knowledge management helps in the pro-

fessional development of individuals in an organisation. By sharing knowledge among
professional communities, employees are up to date with the latest trends and best prac-
tices. Using collaborative platforms and expert networks helps employees tap into explicit
knowledge, enabling learning and growth.
Case study example: Microsoft is one of the pioneers in knowledge sharing. They
have developed cloud-based platforms like Sharepoint & Yammer to foster knowledge
sharing, creating a culture of learning and professional development amongst its employ-
ees. Jason Kellington (2023)
b. Research-Based Approach: Knowledge management facilitates professional in-
quiry by offering a disciplined framework for doing research and making evidence-based
decisions. Research methods like qualitative, quantitative and mixed methods enable em-
ployees to collect data, analyse results and extract insights.
Case Study Example: Procter & Gamble's (P&G) Connect & Develop Program con-
sisted of a state-of-the-art platform where researchers worldwide could collaborate, and
share knowledge to drive innovation. Over 50% of P&G’s innovations were jointly devel-
oped with the help of external partners and researchers. The Connect & Develop program
was part of their Organisation 2005 strategy to drive innovation through collaboration
with external partners with a research-based approach towards Mark Dodgson (2006)

c. Key Concepts & Approach: Knowledge Management provides professionals with

insights on key concepts and complex issues related to their field of work. Concepts like
theories, models and frameworks and best practices. Professionals gain valuable insight
into organisational dynamics and other complexities by comprehending and applying the
abovementioned concepts. Kimiz.D (2005)

Case study example: The Balanced Scorecard methodology, developed by Kaplan

and Norton in 1996, is widely used in strategic management. This approach provides pro-
fessionals with a framework to align business objectives with performance measures, fos-

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tering a holistic understanding of organizational performance. Kaplan, R. and Norton, D.
(1996)

d. Effective Methods & Rationale: Knowledge Management provides an effective

strategy for studying issues and generating insights. It encompasses a range of methods
like surveys, interviews, experiments and case studies to generate valuable insights.
Knowledge management provides the reasoning behind selecting a particular method over
another by generating reliable and valid data for effective decision-making.

Case Study Example: Toyota Production System (TPS) is a great example of how
knowledge management can streamline and revolutionise an entire industry. The avail-
ability of data made it possible for Toyota to practice a lean management system or just-
in-time system. Free flow of timely knowledge is the key to their success.

e. Supporting organisational continuity and memory: Knowledge management en-

sures that valuable organisational knowledge is stored, shared and passed on when an in-
dividual leaves the organisation. It also provides valuable context to new employees by
creating both tacit and explicit knowledge through the creation of databases and other
knowledge repositories, documenting lessons learned and encouraging the use of collabo-
rative tools to know more about the team members. It creates a sense of continuity within
the organisation and eradicates excess dependency on individuals and departments.

3.2 Challenges for Effective Knowledge Management

Knowledge Management is required in organisations that are operating in knowl-

edge-intensive industries. It is a challenge to identify industries and companies that need
Knowledge Management. Effective Knowledge management might also be a challenge
with regard to organisational culture. Open work culture is important in the onboarding of
new ideas and organic knowledge-sharing methods. Gupta, B., L.S. Iyer, and J.E. Aron-
son (2000)
Lack of incentive associated with Knowledge management processes can also be a
challenge where people are not motivated enough to indulge in the process of knowledge
sharing. The amount of data available to us in the 21st century is also a huge challenge in

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managing knowledge. Choosing the right data sets is of great importance as the organisa-
tion's decisions will be based on those data sets. Any mistake will lead to the failure of
Knowledge Management processes as the systems will generate inaccurate knowledge
which.

4. Conclusion
We finally conclude this essay by realising that Knowledge Management is indis-
pensable for professional enquiry. It is a powerful tool to empower individuals and organi-
sations because it harnesses the power of knowledge to advance innovation, improve deci-
sion-making, and create an environment of learning in an organisation through collabora-
tion. Knowledge management has the power to leverage the collective expertise of its em-
ployees to stay ahead of the curve in an increasingly competitive environment for busi-
nesses and organisations. Individuals benefit as well from participating in the process of
Knowledge Management. It helps them develop their professional skills and knowledge
base by collaborating with others.

5. References

1. Groff, T. and Jones, T. (2012) Introduction to Knowledge Management. 1st ed.

Taylor and Francis. Available at:
https://www.perlego.com/book/1627274/introduction-to-knowledge-management-pdf
(Accessed: 30 June 2023).

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 2. Uriarte, F. (2008) Introduction to Knowledge Management. Asean Foundation,
Jakarta.
3. W.R. King (2009), Knowledge Management and Organizational Learning, 3 An-
nals of Information Systems 4, DOI 10.1007/978-1-4419-0011-1_
4. Stankosky, M. (2005) Creating the Discipline of Knowledge Management. 1st
ed. Taylor and Francis. Available at:
https://www.perlego.com/book/1626115/creating-the-discipline-of-knowledge-
management-pdf (Accessed: 30 June 2023).
5. Lin, X. (2019) Review of Knowledge and Knowledge Management Research.
American Journal of Industrial and Business Management, 9, 1753-1760. doi:
10.4236/ajibm.2019.99114.
6. Li, L.C., Grimshaw, J.M., Nielsen, C. et al. Use of communities of practice in
business and health care sectors: A systematic review. Implementation Sci 4, 27
(2009). https://doi.org/10.1186/1748-5908-4-27
7. David J Skyrme, Knowledge Management: Where Now? Where Next? presenta-
tion to Aslib KIMnet, July 2004. (accessible at www.skyrme.com/kmpresentations/
8. Jason Kellington (2023) Fueling Microsoft’s knowledge sharing culture with
Microsoft Viva Topics https://www.microsoft.com/insidetrack/blog/fueling-
microsofts-knowledge-sharing-culture-with-microsoft-viva-topics/
9. Mark Dodgson, David Gann, Ammon Salter (2006) R&D Management, Volume
36, Pages 333-346 https://doi.org/10.1111/j.1467-9310.2006.00429.x
10. Kimiz.D (2005) Knowledge Management in Theory & Practice, Pages 15-17.
11. Nonaka (1994). A dynamic theory of organizational knowledge creation. Orga-
nizational Science 353 5(1): 14–37
12. Kaplan, R. and Norton, D. (1996) The Balanced Scorecard. Harvard Business
Review Press. Available at: https://www.perlego.com/book/836878/the-balanced-
scorecard-translating-strategy-into-action-pdf (Accessed: 30 June 2023).
13. Gupta, B., L.S. Iyer, and J.E. Aronson, “Knowledge Management: Practices and
Challenges, Industrial Management and Data Systems, Vol. 100, No. 1. 2000, 17-21.
http://dx.doi.org/10.1108/02635570010273018

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