MGT403 Saudi Electronic Knowledge Management Systems Comprehensive Report Read the research Paper thoroughly and write down a comprehensive report highligh

MGT403 Saudi Electronic Knowledge Management Systems Comprehensive Report Read the research Paper thoroughly and write down a comprehensive report highlighting following Points: Role of information technology and Knowledge management systems in managing knowledge. The components of knowledge management systems. Paragraph on “Knowledge management success factors” highlighted by the authors in thisresearch paper. (200-300 Words) Summarized report on success stories of Siemens AG and Titan Industries. (400-500 Words) meet all requirements .. plagiarism not more than 25% College of Administrative and Financial Sciences
Assignment 3
Deadline:
/11/2019 @ 23:59
Course Name: Knowledge Management
Student’s Name:
Course Code: MGT 403
Student’s ID Number:
Semester: I
CRN:
Academic Year: 1440/1441 H
For Instructor’s Use only
Instructor’s Name:
Students’ Grade: Marks Obtained/Out of
Level of Marks: High/Middle/Low
Instructions – PLEASE READ THEM CAREFULLY
• The Assignment must be submitted on Blackboard (WORD format only) via
allocated folder.
• Assignments submitted through email will not be accepted.
• Students are advised to make their work clear and well presented, marks may be
reduced for poor presentation. This includes filling your information on the cover
page.
• Students must mention question number clearly in their answer.
• Late submission will NOT be accepted.
• Avoid plagiarism, the work should be in your own words, copying from students or
other resources without proper referencing will result in ZERO marks. No exceptions.
• All answered must be typed using Times New Roman (size 12, double-spaced) font.
No pictures containing text will be accepted and will be considered plagiarism).
• Submissions without this cover page will NOT be accepted.
Course Learning Outcomes-Covered
Demonstrate ability to work with others effectively as a team member in knowledge
management projects, related to case studies. (Lo 3.5 & 3.8).
The capacity to write coherent project about actual knowledge management case studies.
(Lo 4.5).
Assignment Instructions: Approach I
1. Copy and paste the following link in your internet browser.
2. https://commons.erau.edu/
3. The link will take you to website of “Embry-Riddle Aeronautical University”.
4. Copy the following title and paste it in “Search engine of website”.
“SUCCESS STORIES IN KNOWLEDGE MANAGEMENT SYSTEMS”
5. The search results will show you the above research paper. Click on “Download button” to
download the PDF version of this research paper
6. Read the research paper thoroughly and answer the assignment questions.
7. Besides this research paper use other material also to support your answer.
8. Do not copy and paste material. Answer the questions in your own words.
9. Support each answer with minimum two scholarly references.
OR
Assignment Instructions: Approach II
1. Copy and paste the following link in your internet browser.
2. https://commons.erau.edu/publication/559/
3. The link will take you to webpage with direct access to the research paper titled,” Success
Stories in Knowledge Management Systems”
4. Click on “Download button” to download the PDF version of this research paper.
5. Read the research paper thoroughly and answer the assignment questions.
6. Besides this research paper use other material also to support your answer.
7. Do not copy and paste material. Answer the questions in your own words.
8. Support each answer with minimum two scholarly references.
Assignment Question(s):
Read the research Paper thoroughly and write down a comprehensive report highlighting following
Points:
a) Role of information technology and Knowledge management systems in managing
knowledge. (1 Mark)
b) The components of knowledge management systems. (1 Mark)
c) Paragraph on “Knowledge management success factors” highlighted by the authors in this
research paper. (200-300 Words) ( 1 Mark)
d) Summarized report on success stories of Siemens AG and Titan Industries. (400-500 Words)
(2 Marks)
Answer:
1.
2.
3.
.
.
Publications
2017
Success Stories in Knowledge Management Systems
Leila Halawi
Embry-Riddle Aeronautical University, halawil@erau.edu
Richard McCarthy
Quinnipiac University, richard.mccarthy@quinnipiac.edu
Janine Aronson
University of Georgia, jaronson@uga.edu
Follow this and additional works at: https://commons.erau.edu/publication
Part of the Databases and Information Systems Commons
Scholarly Commons Citation
Halawi, L., McCarthy, R., & Aronson, J. (2017). Success Stories in Knowledge Management Systems.
Issues in Information Systems, 18(1). Retrieved from https://commons.erau.edu/publication/559
This Article is brought to you for free and open access by Scholarly Commons. It has been accepted for inclusion in
Publications by an authorized administrator of Scholarly Commons. For more information, please contact
commons@erau.edu, wolfe309@erau.edu.
Issues in Information Systems
Volume 18, Issue 1, pp. 64-77, 2017
SUCCESS STORIES IN KNOWLEDGE MANAGEMENT SYSTEMS
Leila Halawi, Embry-Riddle Aeronautical University, halawil@erau.edu
Richard McCarthy, Quinnipiac University, Richard.mccarthy@quinnipiac.edu
Janine Aronson, University of Georgia, jaronson@uga.edu
ABSTRACT
Historically, information systems have focused on capturing, storing, managing, and reporting explicit knowledge.
Organizations today recognize the need to integrate both explicit and tacit knowledge in formal information systems.
Knowledge management continues to be a critical strategy for an organization to achieve a sustainable competitive
advantage, and consequently succeed in today’s knowledge-based economy. Knowledge management systems (KMS)
are a class of information systems that manage, store and distribute knowledge. Knowledge management systems have
proliferated in practice. In turn, theoretical research on knowledge management and knowledge management systems
has proliferated. Knowledge management systems have emerged as powerful sources of competitive advantage. In
this paper, we describe the characteristics and concepts of knowledge management systems. We explain how these
systems transform modern organizations to high levels of success and present two successful cases that demonstrate
this principal. We conclude with a summary of success factors that were common within two successful knowledge
management system implementations.
Keywords: knowledge management, knowledge management systems, knowledge management success factors, Titan
Industries, Siemens.
INTRODUCTION
Historically, information systems have focused on capturing, storing, managing, and reporting explicit knowledge.
Organizations today recognize the need to integrate both explicit and tacit knowledge in formal information systems.
Tacit knowledge is viewed merely as knowledge hard to articulate as opposed to articulate, explicit knowledge
(Virtanen, 2013; Nonaka and Takeuchi 1995; Baumard 1999; Stewart, 1997). Tacit knowledge is expressed as
knowledge that is non-verbalized, instinctive, and implicit (Polanyi, 1967) and has frequently been considered as a
significant source for competitive advantage from a resource-based view of the firm (Barney, 1991; Grant, 1996). In
contrast, explicit knowledge may be implied and articulated (Simonin, 1999).
Knowledge management is a critical strategy for an organization to achieve a sustainable competitive advantage, and
consequently succeed in today’s knowledge-based economy. Knowledge management systems (KMS) are a class of
information systems that manage, store and distribute knowledge. The simplest KMS do this with explicit knowledge;
advanced ones with tacit knowledge. Knowledge management systems have proliferated in practice. In turn,
theoretical research on knowledge management and KMS multiplied. Knowledge management systems have emerged
as powerful sources of competitive advantage. In his book Knowledge Management Systems, Maier (2003) explains
that KMS’s definition has many perspectives. He defined a knowledge management system as an ICT platform or
application system that integrates and merges functions for handling both explicit and tacit knowledge within an
organization. According to Fibycu, Van Way and Charles (2011), a KMS is the suggested workplace connection of
precise process phases or domains within a corporation. A KMS can be further defined as an emerging line of systems
that centers on generation, collecting, structuring, and distributing an organization’s “knowledge” as opposed to
“information” or “data.” (Singh,2013). Whether attempting to promote KM to senior management or to advise it
through one’s corporation, it is vital to present valuable case studies and success stories to facilitate and demonstrate
to users the applied benefits of KM along with the technology and know-how. In this paper, we describe the basic
characteristics and concepts of knowledge management systems. We explain how these systems transform modern
organizations leading to high levels of success followed by two successful stories. We conclude with a summary of
success factors that were common within two successful knowledge management system implementations.
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LITERATURE REVIEW
Knowledge Management (KM)
Large organizations continue to become progressively more alert as to the significance of knowledge for efficiency
and competitiveness. The principal cause for this concern with KM is the idea that knowledge and its application are
the means by which creativity can be promoted (Nonaka and Nishiguchi, 2000; Nonaka and Takeushi, 1995),
innovation facilitated (Hargadon, 1998; Von Krogh, Ichijo and Nonaka, 2000; Hurley and Holt, 1998) pulled in such
a way as to advance overall organizational performance whether in the public, private or not-for-profit sectors (Pitt
and Clarke, 1999). KM is crucial to organizational survival nonetheless in a complex job involving great outflow of
resources (Sedera and Gable, 2010). As such KM continues as an ever more persistent topic within the empirical
business community. There is a general acceptance that sustainable competitive advantage in the 21 st century will
continue to be accomplished thru the deployment of KM. Because of the potential massive returns from KM
investment, organizations are not only creating knowledge repositories, but also are completely reorganizing
themselves as knowledge-based organizations.
Defining KM is difficult because it has multiple interpretations (Choi, 2000). KM applies systematic approaches to
find, understand, and use knowledge to create value (O’Dell, 1996). KM is the systematic, explicit, and deliberate
building, renewal, and application of knowledge to maximize an enterprise’s knowledge-related effectiveness and
returns from its knowledge assets (Wiig, 1997a, b). KM is the formulation of and access to experience, knowledge,
and expertise that create new capabilities, enable superior performance, encourage innovation, and enhance customer
value (Beckman, 1997). KM is a strategy that turns an organization’s intellectual assets, both recorded information
and the talents of its members, into greater productivity, new value and increased competitiveness how to produce and
optimize skills as a collective entity (Murray, 1998). KM accommodates the critical issues of organizational adoption,
survival and competence in face of increasingly irregular environmental change. It represents organizational processes
that pursue a synergistic mixture of data and information processing capacity of information technologies, and the
creative and innovative capacity of human beings (Malhotra, 1998). Knowledge Management is a mindful strategy of
getting the precise knowledge to the correct people at the precise time and helping people share and place information
into action in methods that attempt to develop organizational performance (American Productivity Quality Center,
1999). Alavi and Leidner (1999) give a more involved definition of KM as a general and organizationally particular
process for acquiring, organizing, and communicating both tacit and explicit knowledge of employees so that others
may make use of it to be more effective and productive. KM involves leveraging collective wisdom to accelerate
responsiveness and innovation (Frappaolo and Capshaw, 1999). Several valuable concepts are strongly linked to KM.
They comprise knowledge assets, tacit and implicit knowledge, best practices that is a group of the most successful
solutions, and/or case studies linked to a specific problem or situation in a specific industry, intellectual capital,
knowledge system that is a comprehensive system that collects knowledge, stores it in a database, maintains the
database, and disseminates the knowledge to users, organizational knowledge base and competitive intelligence
(Turban, Rainer & Potter, 2003). The ability of an organization to learn, develop memory and share knowledge is
dependent on its culture (Aronson, 2003).
Information systems has focused on capturing, storing, managing, and reporting explicit knowledge. Organizations
today recognize the need to integrate both explicit and tacit knowledge in formal information systems. Big Data
repositories have proliferated as a result. Based on Polanyi (1962), two types of knowledge are identified: tacit or
implicit knowledge and explicit knowledge. Nonaka and Takeuchi (1995), in The Knowledge Creating Company,
provided managers with a framework for distinguishing between explicit or codified (readily accessible and
documented) and tacit knowledge (accessible indirectly from human mind) and the conversion processes between
them. The four conversion processes they described were: tacit-to-explicit (externalization), explicit-to-explicit
(combination), tacit-to-tacit (socialization), and explicit-to-tacit (internalization). Quinn, Anderson and Finkelstein
(1996) suggested the following typology based on purpose and use: know-what, know-how, know-where, know-why
and care-why.
Tacit knowledge can be explained as experiences, know how, competencies or people skills. It subsists in the form
of people skills and competencies and the combined skills which add up to organizational culture (Hall, 1992;
Virtanen, 2013). Organizational culture is a division of the tacit knowledge that exists within people. Tacit knowledge
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Volume 18, Issue 1, pp. 64-77, 2017
encompasses two elements: cognitive and technical. Alavi and Leidner (2001) explained that the cognitive aspect
includes mental maps, values, perspectives, and paradigms which sum up the mental models of an individual. On the
other hand, the whole framework’s concrete expertise, crafts, and skills comprise the technical component. As for
explicit knowledge, it refers to the knowledge that can be codified and communicated through symbols and/or
language (Virtanen, 2013).
Nonaka (1991) emphasized that only human beings can take the role in knowledge creation and that computers are
merely tools with great information processing capabilities. The supposition that technology can substitute human
knowledge or produce its counterpart has been demonstrated false repeatedly (Davenport and Prusak, 1998).
Davenport and Prusak (1998) explain the results of a study illustrating that the launch of Lotus Notes into an
organization did not, independently, create a change of information sharing and communication patterns. According
to Mahapatra and Sarkar (2000), IT offers a number of functionalities that could enable KM. Table 1 (Mahapatra &
Sarkar, 2000) provides a list of such functions and the IT that supports each function (Appendix).
As information technology advanced, KMS arose to manage the knowledge within an organization. As interest in
KMS increased at a rapid pace, recent developments in IT have provided the tools that enable companies to explore
KM solutions. A firm’s knowledge system consists of several levels of knowledge: individual, group, department,
division as well as corporate levels (Roos and von Krogh, 1992).
KMS refer to the use of modern information technologies (e.g., the Internet, intranets, extranets, collaborative
computing, software filters, agents, data warehouses) to systematize, enhance and expedite intra- and inter-firm
knowledge management (Alavi and Leidner 1999). KMS refer to a class of information systems applied to managing
organizational knowledge. They could be IT-based systems developed to support and enhance the organizational
processes of knowledge creation, storage/retrieval, transfer and application (Alavi and Leidner 2001).
Knowledge management systems perform four functions:
1. Intermediation: refers to the connection of people to people. Its interpersonal focus positions intermediation
within the realm of tacit knowledge.
2. Externalization: refers to the connection of information source to information source. It focuses on explicit
knowledge and organizes this knowledge according to some classification framework or ontology.
3. Internalization: refers to the connection of explicit knowledge to people. It involves extracting knowledge
from the external repository the filtering.
4. Cognition: which connects knowledge to process. It is the function of systems to make decisions based on
available knowledge (Frappaolo and Capshaw, 1999).
With knowledge recognized as the most valuable resource of the organization (Sabri, 2014; Barney, 2001; Drucker,
1993; Barney, 1991; Wernerfelt, 1984), and the positive performance impact of aligning other resources such as those
indicated above, proactive managers and executives have learned how to align their knowledge resources with their
business strategies. The alignment of the strategies used in managing knowledge with those used in managing business
activities is expected to be beneficial for innovation activities and performance (for example, see our cases). One
reason for this is that an organization’s business strategy (BS) and knowledge strategy (KS) are interdependent. They
reinforce each other as they serve the purposes of the organization. For example, BS provides direction and cohesion
for the activities of the organization while KS focuses on knowledge, which is the innovation (re-)source for the same
organizational activities (Drucker, 1999).
Approaches to Knowledge Management Systems
There are many different approaches to managing knowledge and building KMS to support the KM process (Earl,
2001). One of the most fundamental dichotomies is the KM strategy adopted by a firm, whether codification or
personalization (Hansen, Nohria and Tierney, 1999; Grover and Davenport, 2001). The codification strategy is
adopted by companies that manufacture relatively standardized products to fill common needs. This strategy, the
process approach, involves carefully coding and storing explicit knowledge in knowledge repositories structured as
databases for repetitive use by anyone in the organization. The personalization strategy typically is adopted by
companies that provide highly customized solutions to unique problems. For these firms, the practice approach to KM
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is when tacit knowledge is shared mostly through person-to-person contacts, is followed (Turban and Aronson, 2004).
Hansen et al. (1999) discovered that firms utilizing knowledge effectively followed one strategy mostly and followed
the second strategy to aid the first in an 80/20 split. They also point out that firms that have attempted to balance the
two strategies in their knowledge management efforts generally have failed. By reason of their results, the authors
stress that competitive strategy guides the choice of a KM strategy.
On the other hand, certain high skilled, research-oriented industries might display traits that entail nearly equal efforts
with both approaches. Koenig (2001) contended that the pharmaceutical firms in which he has worked indeed required
a 50/50 split. Turban and Aronson (2004) suspect that industries that require both a lot of engineering effort and heavy
duty research effort would fit the 50/50 hybrid category where both the process and practice approaches apply.
The role of IT and a KMS in facilitating the transfer of knowledge is central to the success of a codification KM
strategy (Alavi and Leidner, 2001; Miles, Miles, Penrone and Edvinson, 1998); while the role of IT may be less central
to the success of …
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