1.

0 Introduction

Knowledge management (KM) is the process of capturing, developing, sharing, and effectively
using organizational knowledge. It refers to a multi-disciplinary approach to achieving
organizational objectives by making the best use of knowledge.
KM includes courses taught in the fields of business administration, information systems,
management, and library, and information sciences. More recently, other fields have started
contributing to KM research, including information and media, computer science, public health,
and public policy. Several Universities now offer dedicated Master of Science degrees in
Knowledge Management.
Many large companies, public institutions, and non-profit organisations have resources dedicated
to internal KM efforts, often as a part of their business strategy, information technology,
or human resource management departments. Several consulting companies provide strategy and
advice regarding KM to these organisations.
Knowledge

management

efforts

typically

focus

on

objectives such

as

improved

performance, competitive advantage, innovation, the sharing of lessons learned, integration,

and continuous improvement of the organization. KM efforts overlap with organisational
learning and may be distinguished from that by a greater focus on the management of knowledge
as a strategic asset and a focus on encouraging the sharing of knowledge. It is an enabler of
organisational learning.

2.0 The important of Knowledge Management

Knowledge Management (KM) is a discipline that improves the ability of
organisations to resolve the problems better, adapt, evolve to meet changing
business requirements, and survive disruptive changes.
Besides that, knowledge management recognises that organisations are a complex
system made up of both the people that work for the organisation, and the
processes, procedures and information systems that drive our actions.
The revolution in communications such as email, internet, telephone and fax are
now allows people to talk directly to each other without the use of intermediaries
such as managers or team leaders. This allows organisations to be more efficient by
bringing together needed expertise and knowledge on demand.
With this approach knowledge gained and lessons learned are not always shared
across the organisation. In addition, some people may know the solution to a
particular problem, but the organisation as a whole may not be aware. This can lead
to loss of critical knowledge when staff leave, and for inefficient practices to remain
despite better solutions being available.
To become a modern organisation, its need to build a new culture that promotes
knowledge

sharing

and

constant

learning

while

preserving

and

recording

appropriate information. This is essential in order for corporate knowledge to be

effectively retained and enhanced.
The key objective of knowledge management is to enhance knowledge processing.
Organisations will have realised this objective when they, correctly identify
problems that need solving as they occur. Nevertheless, have robust information
location and retrieval channels to enhance individual decision making. Lastly,
embrace effective knowledge creation processes and to ensure that created
knowledge is shared with and integrated across the whole of the organisation.

2.1 The impact of Knowledge Management

The contribution which knowledge management can make is an important issue for research
especially given the increasing emphasis on the concept of knowledge workers and the
knowledge based organisation. Moreover, knowledge management has the potential to help
organisations to select, organise, capture, distribute, and transfer significant information,
knowledge, and expertise which enables improvement of organisational performance. There are
few point that explain the impact of knowledge management.
The first one is knowledge creation and acquisition is positively related to organisational
performance through self-reporting, documentation, program instrumentation, networks, and
knowledge engineering.
Next, knowledge modification is positively related to organisational performance through editing
tools, tracking, security, and version control.
In addition, knowledge use is positively related to organisational performance through feedback
systems, tracking systems, dissemination technology, and search technologies.
Beside that, knowledge archiving is positively related to organisational performance through
information technologies, controlled vocabularies, librarian, controlled environment, and
maintenance programs.
Lastly, the knowledge transfer is positively related to organisational performance through
physical transfer, and networks.

2.2 Benefits of Knowledge Management

The benefit is accelerating delivery to customers. Speed is another important
differentiator among competitors. Effective services will win customer heart.
Knowledge sharing, reuse and innovation can significantly reduce time to deliver a
proposal, product, and service to a customer. And it also translates into increased
win rates, add-on business, and new customers.
Secondly, making the organization's best problem-solving experiences reusable.
Consistently applying proven practices, also known as best practices or good
practices, can significantly improve the results of any firm.

By establishing a

process for defining, communicating, and replicating proven practices, an enterprise

takes advantage of what it learns about solving problems.
Next, stimulating innovation and growth. Most businesses want to earn more
revenues, but it becomes increasingly difficult as industries mature and competition
increases.

Creating

new

knowledge

through

effective

knowledge

sharing,

collaboration, and information delivery can stimulate innovation.

Nevertheless, taking advantage of existing expertise and experience. Teams benefit
from the individual skills and knowledge within group member. The more
complementary the expertise of the team members, the greater the power of the
team. In the large corporation, there are people with widely-varying capabilities and
backgrounds, and there will have benefit here. But as the number of people
increases, it becomes more difficult for each individual to know each other. So even
though there are people with knowledge who could help other people, they don't
know about each other.

3.0 References

Davenport, Thomas H. (1994). "Saving IT's Soul: Human Centered Information

Management". Harvard Business Review 72 (2): 119131.

"Introduction to Knowledge Management" . www.unc.edu. University of North

Carolina at Chapel Hill. Archived from the original on March 19, 2007. Retrieved 11
September 2014.

Nonaka, Ikujiro (1991). "The knowledge creating company". Harvard Business

Review 69 (6): 96104.

Nonaka, Ikujiro; von Krogh, Georg (2009). "Tacit Knowledge and Knowledge
Conversion: Controversy and Advancement in Organizational Knowledge Creation
Theory". Organization Science 20 (3): 635652. doi:10.1287/orsc.1080.0412.

Maier, R. (2007). Knowledge Management Systems: Information And Communication

Technologies for Knowledge Management (3rd edition). Berlin: Springer.