1. Introduction
Within the changes and enhanced technology services, organisations have become much more powerful than before through the speed which can affect their competition against others. This article sets into the topic itself of KMS and looks how this would be able to help organisations as well adhering into practice through CoP.
2. The Necessity of Knowledge
There is a view people in the world today, continuously move around from one organisation to another leaving a trail of vague memory behind the moment they walk out the door, this is true for what one has experienced. Evans (2003) mentions how managing knowledge has moved up the strategic agenda within organisations. The reason for this shift is because of the changes in the external environment which conflicts the interest of the organisation itself.
In order for firms to compete, for instance Easy Jet over British Airways, there is a need to think how to do business in a better way to attract more passengers towards their airlines. Elements such as serving at the point of check in determines how a customer may possibly return for repurchase. This sound ideal lies within the employee at that specific point in time delivering the needs and requirements in an effective and timely manner.
There is a view people in the world today, continuously move around from one organisation to another leaving a trail of vague memory behind the moment they walk out the door, this is true for what one has experienced. Evans (2003) mentions how managing knowledge has moved up the strategic agenda within organisations. The reason for this shift is because of the changes in the external environment which conflicts the interest of the organisation itself.
In order for firms to compete, for instance Easy Jet over British Airways, there is a need to think how to do business in a better way to attract more passengers towards their airlines. Elements such as serving at the point of check in determines how a customer may possibly return for repurchase. This sound ideal lies within the employee at that specific point in time delivering the needs and requirements in an effective and timely manner.
3. What is Knowledge Management System (KMS)?
KMS stores knowledge of thinking, thoughts and ideas of human beings – a bit like story storage, this similarity represented in Jashapara (2004) in context “with biological science”, she also elaborates how traditionally many “failed to explain the complexity”. As a result of this judgement, we can derive that KMS will only work for an organisation if every full angle would be analysed and evaluated as much as possible but also continue to build upon once in place but most important to serve the purpose.
KMS stores knowledge of thinking, thoughts and ideas of human beings – a bit like story storage, this similarity represented in Jashapara (2004) in context “with biological science”, she also elaborates how traditionally many “failed to explain the complexity”. As a result of this judgement, we can derive that KMS will only work for an organisation if every full angle would be analysed and evaluated as much as possible but also continue to build upon once in place but most important to serve the purpose.
Another interesting compelling thought evolved from the idea of Trist (1959) of “social-technical systems” with the goal of “best-fit with both technical and human” (cited in Jashapara, 2004, p.130). Does this mean that KMS is just brand new name where it existed 50 years ago...?
Le Blanc & Hogg (200) synthesized KMS as a tool which is “natural way of learning” and provides “sceptics of real value” both internal and external. Marshall et al., (2003) paper represented how a KMS was designed to obtain "information search process" in libraries. A very interesting retrospective contrasted with linkage to other forms of systems which we will not go into detail such as DSS, GSS, EIS & CRMS but found in Jashapara (2004).
Le Blanc & Hogg (200) synthesized KMS as a tool which is “natural way of learning” and provides “sceptics of real value” both internal and external. Marshall et al., (2003) paper represented how a KMS was designed to obtain "information search process" in libraries. A very interesting retrospective contrasted with linkage to other forms of systems which we will not go into detail such as DSS, GSS, EIS & CRMS but found in Jashapara (2004).
Reflecting from all of the above and applying to banking industry helps to draw them together to support all the different departments – audit, customer service, marketing etc. Employees serving at the counter has direct contact with customers unlike for audit being closed being doors at head office. At this point regular interaction(s) help determine the characteristics of customers and understanding of hidden links of correlation such as identifying the loyalties, habits such as the pattern behaviour provides analytical view.
These sorts of knowledge information can be incorporated and implemented towards making decision making, retention of customers therefore to publicize the service of the organisation, but also to reveal fraudulent patterns of behaviour because of the compliance legislations which will help fraud department to work better.
Thierauf (1999) demonstrates on data storage that is part of KMS towards the "brainpower" of employees, which contributes towards improving business processes, new opportunities as well as communication. He mentions the need to "look beyond technology requirements" that can enable people to retrieve from anywhere. This is true for example by placing doctors in a hospital together, the brainpower is extremely highly intellectual.
Futher more anticipated reading can be found in Mylopoulos et al., (1995) paper where they provide a much more deep architectural expressing of KMS.
Futher more anticipated reading can be found in Mylopoulos et al., (1995) paper where they provide a much more deep architectural expressing of KMS.
3.1. KMS In ApplicationA paper written by Donoghue et al., (1999) explains how even though a developed new intranet system or forms of to "improve knowledge sharing" yet failed to perform the intended purpose which was to support "day-to-day business activities". In contrast, Gongla & Rizzuto (2001) described how IBM spontaneously good background CoP competencies to "support the global service". Justifiying this maybe true to an extent although from the company perspective because of their bias image however IBM does fall into the technological advancement.
3.1.1. RocheRoche a worldwide healthcare company "deployed corporate intranet" enabling employees from all over the world to "share information quickly and easily", this therefore meant significantly savings towards direct costs such as telephone calls, travelling and time. Reversible upon this, the intranet helps especially to those in research and development where they can foster to learn from one another and "more time creating innovative healthcare services" (AllBusiness.com, 2001). The impact here offers predominently high value which leads to the new ideas of varies drug developments - hence why they are being sold on the market at very high cost especially cancer drugs: Trastuzimab and Rituxmab. Understanding this shows that Roche is able to lead the market and possible oversee other pharmaceutical manufactures to obtain a better competitive advantage.
3.1.2. Ernst & Young
Ernst & Young KM-sys had the ability to reserve "high quality knowledge" which addressed issues their "clients care about". The system was a "collective knowledge" where it shared best practices and information on previous client work to global "77,000 global professionals" BusinessWire (2002). The potential impact depicting this notion shows a concept of professionalism offers a standard insight towards obtaining more clients. Therefore the more clients, the more the organisation can understand the needs of clients retention but also word of mouth from clients would bring more customers. However, likewise if there was bad customer service such as not knowing the client care standard would lead to clients seeking for other reputable firms such as UBS. The substantial impact not only tailors towards losing customers but also investors would not see the potential value for investor, consequently resulting in loss of share investment and market position.
Ernst & Young KM-sys had the ability to reserve "high quality knowledge" which addressed issues their "clients care about". The system was a "collective knowledge" where it shared best practices and information on previous client work to global "77,000 global professionals" BusinessWire (2002). The potential impact depicting this notion shows a concept of professionalism offers a standard insight towards obtaining more clients. Therefore the more clients, the more the organisation can understand the needs of clients retention but also word of mouth from clients would bring more customers. However, likewise if there was bad customer service such as not knowing the client care standard would lead to clients seeking for other reputable firms such as UBS. The substantial impact not only tailors towards losing customers but also investors would not see the potential value for investor, consequently resulting in loss of share investment and market position.
3.1.3. Educational InstitutionsWitt et al., (2007) paper explains how KEN system was developed to support staff to deliver "expertise about teaching" to those "displaced by geographic location". This is CoP because of those in the field with "other practitioners in other institutions". The impact here shows that educational institutes can learn from others universities thus seeking to improve the teaching standards and attract students whilst competing amongst one another. The more students attending a particular university, the more money made.
4. Application Analysis
As the market is complex with information, human knowledge too is also complex. In application to VB, there is a need for each VB employee to document their experiences with each customers and what their expectations and requirements are to be stored in the form of repositories. The reason for this is because likewise as expressed by Bendapudi & Leone (2001) if a "key employee walks out the door" - customers can follow. Our VB customers may feel abandoned because of the loss of linkage, therefore to overcome this, VB organisation should implement rotation whether direct or through virtual contact with customers, this also offering learning through CoP.
As the market is complex with information, human knowledge too is also complex. In application to VB, there is a need for each VB employee to document their experiences with each customers and what their expectations and requirements are to be stored in the form of repositories. The reason for this is because likewise as expressed by Bendapudi & Leone (2001) if a "key employee walks out the door" - customers can follow. Our VB customers may feel abandoned because of the loss of linkage, therefore to overcome this, VB organisation should implement rotation whether direct or through virtual contact with customers, this also offering learning through CoP.
5. Summary
We draw conclusion that KMS creates issues and questions for managers in determining the appropriate form to meet the current and future organisational needs. KMS need to address and enhance the business processes to make them become more effectual. One thought of question is the sort of information generated from the knowledge – would these lead to poorer or quality decisions and judgement?
But deriving from all the above, it is perceived these could help to create new outlook and innovations to meet expectations for the employees and customers - instead of local, how about going global too? This in effect will offer advantages to organisations which you shall explore to understand the tool's feasibilty and how in the next article.
6. References:-AllBusiness.com, (2001). Roche Diagnostics Chooses Verity Software To Power New Global Information Portal. [Online]. Available: http://www.allbusiness.com/management/contract-management/824453-1.html [2009, 02/03/2009].
-Bendapudi, N. & Leone, R. P. (2001). How To Lose Your Star Performer Without Losing Customers, Havard Business Review, [Online]. Available: http://hbr.harvardbusiness.org/2001/11/how-to-lose-your-star-performer-without-losing-customers-too/ar/1 [2009, 13/03/2009].
-BusinessWire, (2002). Ernst & Young Intranet Site Recognised For Excellence. [Online]. Available: http://www.allbusiness.com/company-activities-management/management-best-practices/6466657-1.html [2009, 13/03/2009].
-Evans, C. (2003). Managing For Knowledge HR’s Strategic Role, Butterworth Heinemann, Oxford.
-Donoghue, P. L., Harris, J. G. & Weitzman, B. A. (1999). Knowledge Management Strategies That Create Value. [Online]. Available: http://www.accenture.com/NR/rdonlyres/9BC14B89-E2AC-4D5C-855D-23C8013FF4F6/0/knowledge2.pdf [2009, 09/03/2009].
-Gongla, P. & Rizzuto, C. R. (2001). Evolving Communities Of Practice: IBM Global Services Experience. [Online]. Available: http://www.research.ibm.com/journal/sj/404/gongla.html [2009, 27/03/2009].
-Jashapara, A. (2004). Knowledge Management: An Integrated Approach, Pearson Education, Harlow.
-LeBlanc, S. & Hogg, J. (2006). Storytelling In Knowledge Management: An Effective Tool For Uncovering Tacit Knowledge. [Online]. Available: http://stcatlanta.org/currents06/proceedings/leblanc.pdf [2009, 27/03/2009].
-Marshall, B., Zhang, Y., Shaen, R., Fox, E. & Cassel, L. N. (2003). Convergence Of Knowledge Management And E-Learning: The GetSmart Experience, [Online]. Available: http://ai.bpa.arizona.edu/go/intranet/Publication/JCDL-2003-Marshall.pdf [2009, 03/03/2009].
-Mylopoulos, J., Chaudhri, V., Plexousakis, D. & Topaloglou, T. (1996). Building Knowledge Management Systems. The VLDB Journal, Vol.5, No.4. pp.238 - 263.
-Thierauf, R. J. (1999). Knowledge Management Systems For Business, Greenwood Publishing Group
-Witt, N. McDermott, A., Peters, M. & Stone, M. (2007). A Knowledge Management Approach To Developing Communities Of Practice -Amongst University And College Staff. [Online]. Available: http://www.ascilite.org.au/conferences/singapore07/procs/witt.pdf [2009, 27/03/2009].
Further Reading:
-Burk, M.(1999). Knowledge Management: Everyone Benefits By Sharing Information, [Online]. Available: http://www.tfhrc.gov/pubrds/novdec99/km.htm [2009, 27/03/2009]. -Dann, Z. & Barclay, I. (2006). Complexity Theory and Knowledge Management Application. The Electronic Journal of Knowledge Management, Vol.4 No.1, pp. 11-20.
-Feng, K., Chen, E.T. & Liou, W. (2004). Implementation of knowledge management systems and firm performance: an empirical investigation, Journal of Computer Information Systems, Vol. 45, No.2, pp.92-104.
We draw conclusion that KMS creates issues and questions for managers in determining the appropriate form to meet the current and future organisational needs. KMS need to address and enhance the business processes to make them become more effectual. One thought of question is the sort of information generated from the knowledge – would these lead to poorer or quality decisions and judgement?
But deriving from all the above, it is perceived these could help to create new outlook and innovations to meet expectations for the employees and customers - instead of local, how about going global too? This in effect will offer advantages to organisations which you shall explore to understand the tool's feasibilty and how in the next article.
6. References:-AllBusiness.com, (2001). Roche Diagnostics Chooses Verity Software To Power New Global Information Portal. [Online]. Available: http://www.allbusiness.com/management/contract-management/824453-1.html [2009, 02/03/2009].
-Bendapudi, N. & Leone, R. P. (2001). How To Lose Your Star Performer Without Losing Customers, Havard Business Review, [Online]. Available: http://hbr.harvardbusiness.org/2001/11/how-to-lose-your-star-performer-without-losing-customers-too/ar/1 [2009, 13/03/2009].
-BusinessWire, (2002). Ernst & Young Intranet Site Recognised For Excellence. [Online]. Available: http://www.allbusiness.com/company-activities-management/management-best-practices/6466657-1.html [2009, 13/03/2009].
-Evans, C. (2003). Managing For Knowledge HR’s Strategic Role, Butterworth Heinemann, Oxford.
-Donoghue, P. L., Harris, J. G. & Weitzman, B. A. (1999). Knowledge Management Strategies That Create Value. [Online]. Available: http://www.accenture.com/NR/rdonlyres/9BC14B89-E2AC-4D5C-855D-23C8013FF4F6/0/knowledge2.pdf [2009, 09/03/2009].
-Gongla, P. & Rizzuto, C. R. (2001). Evolving Communities Of Practice: IBM Global Services Experience. [Online]. Available: http://www.research.ibm.com/journal/sj/404/gongla.html [2009, 27/03/2009].
-Jashapara, A. (2004). Knowledge Management: An Integrated Approach, Pearson Education, Harlow.
-LeBlanc, S. & Hogg, J. (2006). Storytelling In Knowledge Management: An Effective Tool For Uncovering Tacit Knowledge. [Online]. Available: http://stcatlanta.org/currents06/proceedings/leblanc.pdf [2009, 27/03/2009].
-Marshall, B., Zhang, Y., Shaen, R., Fox, E. & Cassel, L. N. (2003). Convergence Of Knowledge Management And E-Learning: The GetSmart Experience, [Online]. Available: http://ai.bpa.arizona.edu/go/intranet/Publication/JCDL-2003-Marshall.pdf [2009, 03/03/2009].
-Mylopoulos, J., Chaudhri, V., Plexousakis, D. & Topaloglou, T. (1996). Building Knowledge Management Systems. The VLDB Journal, Vol.5, No.4. pp.238 - 263.
-Thierauf, R. J. (1999). Knowledge Management Systems For Business, Greenwood Publishing Group
-Witt, N. McDermott, A., Peters, M. & Stone, M. (2007). A Knowledge Management Approach To Developing Communities Of Practice -Amongst University And College Staff. [Online]. Available: http://www.ascilite.org.au/conferences/singapore07/procs/witt.pdf [2009, 27/03/2009].
Further Reading:
-Burk, M.(1999). Knowledge Management: Everyone Benefits By Sharing Information, [Online]. Available: http://www.tfhrc.gov/pubrds/novdec99/km.htm [2009, 27/03/2009]. -Dann, Z. & Barclay, I. (2006). Complexity Theory and Knowledge Management Application. The Electronic Journal of Knowledge Management, Vol.4 No.1, pp. 11-20.
-Feng, K., Chen, E.T. & Liou, W. (2004). Implementation of knowledge management systems and firm performance: an empirical investigation, Journal of Computer Information Systems, Vol. 45, No.2, pp.92-104.
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