Knowledge Management Process Status via the Use of Current

Technology

Nithinant Thammakoranonta

and Thanyatida Gunadham

School of Applied Statistics, National Institute of Development Administration,

148 Seri Thai Rd., Klong Jun, Bangkapi, Bangkok, 10240, Thailand

Keyword: Knowledge Management, Knowledge Management Technology, Knowledge Management Process,

Collaborative Technology, Information Systems, Document Management Systems.

Abstract: Technologies are now used to support knowledge management (KM) process in many ways. Considering

technologies used can help identify the current KM activities performed. KM is important for the organization

to perform effectively and efficiency. Efficiently and completely to perform KM activities can be increased

by acquiring Information Systems (IS) and Information Technologies (IT). This paper aims to examine the

nature of KM process currently performed in Thailand by considering IS and applications used. The

enhancement of IS and IT that can help increasing the efficiency of KM process should be identified.

Structured questions were developed based on the activities performed in each KM process. Triangular

investigation was used to analyze the answer. All organizations perform every KM process. Activities

considered to be part of KM process are limited to the management identification, so they are not variety. The

problems and concerns were used to identified how to improve KM technologies. Effective and easy-to-use

functions based on employee requirements of knowledge management systems (KMS) are required.

Information Systems should be seriously developed to align with the business procedures for collecting

quality data and be knowledge representation itself. Management and working environment should arrange

to support KM process.

1 INTRODUCTION

Knowledge management (KM) still plays an

important role even though not many people

mentioned much about it nowadays. Knowledge

appears in every process in many types and forms.

Knowledge can be identified as explicit knowledge if

it can be represented and shared to other, which may

be in form of books, pictures, or programs and vice

versa. Knowledge, which cannot be represented and

shared, is identified as tacit knowledge (Hansen et al.,

1999; Singh, 2013). It was kept inside people and was

called experience. Knowledge appears in every

working process. It must be worth to try keeping

knowledge as much as we can by starting at

identifying the knowledge used and needed to

perform the activities or to solve problems faced.

After that some of identified knowledge can be

represented and kept. The ones which cannot be

represented or kept must be transferred to other

https://orcid.org/0000-0001-8056-6853

people via several practicing methods, such as hands-

on or mentoring, so that knowledge should not be lost

(Bencsik, 2014; Haas et al., 2015; Handzic, 2004).

As many organizations have invested a large

portion in both Information Technology (IT) or

Information Systems (IS). Many IT are now brought

to use in specific working activities separately. There

are some attempts to integrate these IT, especially

data resided in them, to increase organization’s

efficiency. Components of IS are hardware, software,

networks and telecommunications, databases and

data warehouse, and human resources and

procedures. IS gather procedures, which can be

considered as a piece of business knowledge, and data

for business processes. Knowledge can be found in IT

and IS. At the same time, IT and IS can supports

performing KM activities. KM can be driven by

technologies, if there are technologies that are

suitable and fit with the activities and objectives of

each process. Many technologies have been used in

Thammakoranonta, N. and Gunadham, T.

Knowledge Management Process Status via the Use of Current Technology.

DOI: 10.5220/0011822400003612

In Proceedings of the 3rd International Symposium on Automation, Information and Computing (ISAIC 2022), pages 19-26

ISBN: 978-989-758-622-4; ISSN: 2975-9463

 2023 by SCITEPRESS – Science and Technology Publications, Lda. Under CC license (CC BY-NC-ND 4.0)

organizations and they are considered to support the

KM activities, or some of them are used to keep

knowledge of the organizations based on the KM

definition (Aljuwaiber, 2016; Doane, 2010; Handzic,

2004; Mohannak, 2014; Saqib et al., 2017; Singh,

2013; Sultan, 2013). It should be interesting to

consider the status of KM via the technologies used.

Also, it should be interesting to develop and to

enhance the technologies and functions to promote

the benefits of KM, which should help collecting

knowledge from experts and prevent knowledge loss.

This research focuses on identifying technologies

which support KM activities and suggesting to

enhance current technologies and to design new

technologies or functions to increase the impact of

KM on the organization’s performance. Specifically

on the programs, applications, or tools used in

working daily operations, these can embedded some

knowledge or be identified as knowledge, which can

used to identify the knowledge management status

also.

So Information Systems that support any

business processes can be considered as Knowledge

Management.

2 FUNDAMENTALS

2.1 Knowledge Management Process

Several researchers identified KM process models

(Becerra-Fernandez & Sabherwal, 2015; Botha et al.,

2008; Dalkir, 2011). These models were stated the

relationship among learning activities, learning

behavior, and learning environment (Raziq et al.,

2020). All models explained KM processes

differently based on the focus of the researches. In

this research, the KM model used is from (Becerra-

Fernandez & Sabherwal, 2015). This model identified

the activities in each main process closed to the real

activities happened in working environment.

Moreover, this model matches with the concept of

system analysis and design when designing and

selecting IS and IT that fit to support KM processes.

With the concept of green ICT that tries to reuse or to

modify the currently used programs or applications,

this idea is easy to support the objective of this

research because IS and IT that can be reused and

modified must support the related activities and

processes effectively.

2.2 Knowledge Management Systems

(KMS)

According to the KM process as (Becerra-Fernandez

& Sabherwal, 2015) defined, there are four main

processes in the model. Each main process in the

model identified subprocesses containing activities or

methods used to deal with knowledge.

Knowledge discovery process identifies

knowledge both tacit knowledge and explicit

knowledge. The important support activities are

socialization and combination. For socialization,

people gathered, discussed, and exchanged data,

information, and knowledge, so that identified

knowledge can be caught or notified, while the

knowledge which are results from socialization

activities can be generated during the activities

(Hansen et al., 1999). Moreover, data can be

structured data or unstructured data. Information and

knowledge can be presented in several formats and

types. KMS should have functions and features that

support socialization activities, so KMS should

provide, for example, knowledge bases which include

knowledge search, KM, and knowledge index, video

conference, message exchange which may include

mail, and chat, knowledge sharing, image processing,

data management, etc. For combination, mainly

people bring a lot of knowledge for analyzing data

and applying knowledge to get some implications.

Sometimes, with the analysis results, knowledge from

many disciplines are needed. The synthesis results

can be formed another new knowledge. Also, to solve

or respond to a new business environment, real

problems are broken into smaller pieces. Each piece

requires data, models, and knowledge that are both

tacit and explicit knowledge. After finding solutions

of these smaller pieces of problems, then these

solutions would be shared to combine with others to

get the real business solution the organization have

faced. KMS functions that should have to support

these activities are message exchanging, file sharing,

knowledge sharing, knowledge expertise searching,

data management, knowledge base and management

(Archer-Brown & Kietzmann, 2018; Botha et al.,

2008; Rendon & Krajangwong, 2017).

Knowledge capture process keeps or represents

knowledge to be recalled and used in the future.

Knowledge can be captured inside people or outside

people. There are two main activities for knowledge

capture process, internalization and externalization.

To gain knowledge that captured outside people, or

explicit knowledge, people can learn knowledge by

attending courses, reading books, watch videos or

having experts to mentor. The process is called

ISAIC 2022 - International Symposium on Automation, Information and Computing

internalizations, which transfer the explicit

knowledge to be tacit knowledge resided within

people. Sometimes tacit knowledge can be

transferred to others via discussions or

demonstrations (Hansen et al., 1999). For knowledge

that captured outside people, people firstly think of

books, or documentaries which contain a lot of

explicit knowledge. However, sometimes knowledge

can be kept in form of pictures, things, songs,

programs, applications, or even IS specially

developed. The KMS’ functions that can be used to

support capturing knowledge outside people are

knowledge catalog and index, document management

systems, database systems, library search, image

processing and searching. Along with these functions,

people must have communication skills, logical

skills, presentation skills. The KMS functions

required to support the internalization process are e-

learning platform, video conference, expert

searching, message exchanging, knowledge sharing,

content management, document management

systems, or knowledge searching (Malison &

Thammakoranonta, 2018; Rendon & Krajangwong,

2017; Thammakoranonta & Keandoungchun, 2017).

Knowledge sharing process brings tacit and

explicit knowledge to use and transfer to other people.

Based on types of knowledge, mostly tacit knowledge

can be transferred using socialization activities. For

explicit knowledge, people can search, read, watch,

learn, and act following instruction depending on the

forms captured. KMS functions that should support

these activities are document management systems,

search engines, content management systems,

knowledge sharing, message exchanging, video

conference, index, e-learning systems, content or

knowledge categories, decision support systems,

expert systems, expert searching, or catalog or

content management (Malison & Thammakoranonta,

2018; Rendon & Krajangwong, 2017;

Thammakoranonta & Keandoungchun, 2017).

Knowledge application process focuses on

bringing knowledge to really use for supporting

decision making or performing tasks to complete the

mission received. Knowledge can be used in 2 ways,

by giving directions as a guideline and by making

routine processes. The KMS functions which can

support the direction activities are knowledge

searching, expert searching, project management

systems, message exchanging, video conference,

document management systems (Botha et al., 2008;

Rendon & Krajangwong, 2017).

Moreover, if the activities generated from the

knowledge are settled and can be performed regularly

and usually, this means that the knowledge are

applied via rules or working processes. With this kind

of knowledge applications’ activities and

environment, KMS functions that can support are

document management systems, expert systems,

decision support systems, transaction processing

systems, tracking systems, message exchanging

(Dalkir, 2011; Kokina & Davenport, 2017; Roy &

Mitra, 2018).

Every organization use a lot of programs,

functions of applications, and technologies.

According to all functions and technologies

considered as parts of KMS, the currently used

technologies in each organization can help

identifying the status of KM process. The acquisitions

of these technologies and the problems found can

help suggesting the way to develop the KMSs and to

enhance the ability of the KMSs.

3 RESEARCH

METHODOLOGIES

This research used the structured interview approach

to collect the data regarding KMSs usage and current

problems occurred from the KM experts in

organizations. Homogeneous purposive sampling

technique were used to select organizations (Etikan et

al., 2016). Therefore, this research selected

organizations, which perform KM activities and use

KM tools or systems for five years or more.

Organizations were selected from various industries,

which are banking, telecommunication, petroleum

and energy, and Internet, software and IT services.

The interview questions were developed

primarily based on KM processes by (Becerra-

Fernandez & Sabherwal, 2015). The set of questions

was revised several times before actual interview by

IS professors and practitioners to make sure about the

validity, concise and precise of the interview

questions. All interview questions were also piloted

with three IS practitioners to refine the interview

questions. Also, before the real interview, rehearsal

sessions with three IS practitioners were performed

before the actual interview.

Knowledge Management Process Status via the Use of Current Technology

4 RESEARCH FINDINGS:

CURRENT STATUS OF

KNOWLEDGE MANAGEMENT

PROCESS

Six organizations were contacted and asked for

interviewing about the current technologies used in

their knowledge processes along with related

problems when using these technologies. These

organizations have facilitated and promoted KM for

a while using programs and applications which are in-

house developed, commercial licensing, and

freeware. From six organizations, KM experts, who

have been working in KM area for more than five

years, were interviewed. Those experts have strong

background knowledge about KM and have

experiences with KM tools and systems.

The answers were collected and used the content

analysis with investigator triangulation method to

analyze the answers (Archibald, 2016; Carter et al.,

2014). Two of the researchers had working

experiences in the field of KM and System Analysis,

while another researcher earned a degree in IS

Management. The copied documents collected from

interviewed organizations were sent to each

investigator, along with the audio files recording

during each interview. Each investigator separately

analyzed the answers and sent back their findings.

Most findings found were consistent. The differences

were asked for more discussion to find the

conclusion. Moreover, because most organizations

used software packages, software manuals were

studied further to understand functionalities of the

software to identify existing KMSs’ functionalities

that organizations have utilized and able to map those

functions with functions defined to support each KM

process.

For knowledge discovery process, all

organizations have just collected the knowledge when

needed. They were not mentioned about how large the

collected knowledge covered the knowledge used to

perform works and new knowledge created.

Sometimes tacit knowledge has been generated

during performing combination activities for solving

the existing problems or making decisions. Searching

for some knowledge to support the new ideas is very

important. However, the technologies used must

provide enough space, good search engine, good

index, concurrently showing many sets of knowledge

at the same time, and highlight and note-taking

feature. The technologies currently used are not

supported these requirements suitably. All

organizations cannot support varieties of format

representing knowledge. There is no standard file

management, no tools for highlighting knowledge.

Also, the collected knowledge is not completed, yet

duplicated, and not up-to-date. Image search is

needed to be developed. The file management must

be reconsidered by setting standard for file names,

including authority to access the knowledge

collected. Another main activity is exchanging ideas

and knowledges or brain-storming. Organizations can

perform this activity by chatting. Few organizations

did not have formal technology to support this

activity, but most organizations have formal

technologies to support the decision. Based on chat

technologies used currently in organizations, flows of

messages discussed are sequential; it is hard to follow

when there are a lot of messages. Misleading content

and misunderstanding content always happened. The

most important things are unwilling to express

opinions and the quality of communication. No

effective tool for collecting the ideas or concepts

discussed in chat, so the conclusion or report is not

formally stated.

For knowledge capture process, the current

externalization activities have focused mainly on

collecting and managing the documents created

during working processes. Some organizations

collect and manage the video during the training

sessions for their employees to access in the future.

Discussing about their job assignments can be used to

capture sets of explicit knowledge, especially when

performing in formal meetings. However, there are

no evidence or proof about the coverage of

knowledge topic they collected and the goodness of

KM. All organizations consider training which is a

part of human resource development activities as

internalization subprocess. Employees who attended

these training courses cannot identified or measured

how much they can learn or absorbed knowledge.

These training courses are identified in human

resource development plan mainly based on policies

and directions from management or supervisors,

same as training budget. The limitation to create the

internal knowledge also depends on working

positions or assignments. Only some parts of business

processes and employees can be considered as

knowledge and knowledge persons. The other

employees who are not allowed to join the training

courses are not considered to be knowledge

employees.

For knowledge sharing process, organizations

mainly share best practices which represented

knowledge outside people in forms of

documentations and videos. Sets of explicit

knowledge have been passed to other via

ISAIC 2022 - International Symposium on Automation, Information and Computing

technologies mainly for collecting and preparing to

access. Employees who want to learn must search and

screen knowledge by themselves until they find the

one they want. Due to only best practices have been

collected and shared, a lot of knowledge may be lost

or forgotten. Failures along the trial-and-error periods

have not been considered to be organization

knowledge. Knowledge can be shared via

socialization activities, so employees have shared and

exchanged both tacit and explicit knowledge using

communication technologies, such as line and in-

house developed applications. Organizations have

shared knowledge via formally channels, such as in

meetings and emails, and informally channels, such

as casual group talks during lunch or coffee breaks

and private discussions with friends. However, no

organization have mentioned about how they have

kept these conversations and their discussed results as

knowledge for learning in the future. Only the results

in the meeting rooms have been reported and kept as

the references. The discussion ideas for making the

decision during the meeting have not been noted.

For knowledge application process,

organizations still have focused on collecting

knowledge needed for doing jobs. Knowledges may

be found in formal work forms, articles or documents

describing working procedures and models. No

comments stated about how to direct employees to get

jobs done. They have let employees search and learnt

by themselves, so the technologies supporting mainly

have emphasized on searching and managing

documents. Organizations have focused on collecting

regular reports produced during performing their

business transactions. Process for generating required

reports can be shown that employees performing

activities needed to follow steps and procedures

previously designed. The reports collected may not be

completed due to only the formal reports are counted.

Other supported activities which might not be

reported or shared with others in the organization are

not kept.

Considering with the operationalization of the

maturity of transdisciplinary KM (Serna, 2015), the

responses from KM experts about activities,

technologies used, and problems can identify that

characteristics of resource management aspect is in

action level. Employees have kept their own data,

information, and knowledge with themselves in the

format which they preferred, especially explicit

knowledge. Only some pieces of knowledge,

procedures, data are identified interesting, useful, and

important by management or other employees to

finish their jobs assigned. The data, information, and

knowledge are then not complete, inconsistent, and

not in the same format, leading to be hard to search

and to use. Within a department, tacit knowledge,

which is related to responsible tasks, can be shared or

discussed via socialization activities. Characteristics

of analytical administration aspect is predisposed due

to the standard name or definition of knowledge are

not consistent. The explicit knowledge kept are

incomplete and in different formats. Tacit knowledge

kept in each employee can be used and applied

differently even performing same tasks. Only some

organizations mentioned about process of generating

routine reports for high-level management, but do not

paid attention in every process. Considering in

significant administration aspect, most employees

have used and interpreted their own data,

information, and knowledge kept mainly. Sometimes

there have been some discussions or meetings

formally and informally about tasks or jobs, that

integrated several pieces of knowledge together.

Knowledge discussed formally have not been noted

or records every time. The knowledge kept are not

integrated. Knowledge are shared within the same

department. These characteristics lead to predisposed

level. For active management aspect, the responses

from KM experts lead to the action level. Actions are

based on agree interpretations among related

employees via meetings and discussions. The results

and problems are sometimes shared to other people in

the same department for improving their operations.

This finding gets along with the previous results

presented in (Thammakoranonta, 2018).

5 ENHANCING KNOWLEDGE

MANAGEMENT PROCESS AND

TECHNOLOGIES

The processes or functions composed in these

currently used software and applications, especially

for the in-house developed, should not support all

activities in KM process. For freeware and purchased

ones, the processes and functions contained may not

be suitable with the organizations’ behaviors and

environment. Based on the comments received from

KM experts, KM functions that need to enhance are

functions that can support recording, uploading,

modifying, and searching knowledge, and programs

or applications that support collaboration among

employees. To increase the efficiency of KM process,

which might affect the organization’s performance

(Archer-Brown & Kietzmann, 2018; Kumar et al.,

2017; Massingham & Al Holaibi, 2017; Rumanti et

al., 2016; Storm & Stone, 2015), real KMS which

Knowledge Management Process Status via the Use of Current Technology

consist of functions that manage the users by setting

rights to access and sharing data and knowledge, the

collaborative systems, document management

systems, artificial intelligence, machine learning, text

and image processing, and voice analytics are

required to implement and develop (Ittoo et al., 2016;

Kokina & Davenport, 2017; Mäntymäki & Riemer,

2016; Markham et al., 2015; Milton & Lambe, 2016;

Scheidt & Chung, 2019; Thammakoranonta &

Keandoungchun, 2017).

There are some needs to improve the capability

of hardware, and computer networks. KMS should be

accessed from several platforms (Chen & Huang,

2010). Data management need to be reconsidered.

The rights to access data and knowledge must be

designed to support self-improvement and security

based on regulations and standards (Malison &

Thammakoranonta, 2018). Programs and IS can

contain knowledge regarding to working procedures,

working models, business rules, and business

conditions, programs (Duarte Alonso, 2017; Ganguly

et al., 2020; Massingham & Al Holaibi, 2017; Milton

& Lambe, 2016; Rumanti et al., 2016). IS can be

called KMS also. The most important issue is the

development of IS that use to support business

processes for collecting data and knowledge

appearing at every activity. The data collected from

these IS can be used to analyze in different ways in

terms of data sciences, business intelligence, and

knowledge discovery in databases. Results from these

activities can be considered as parts of knowledge

(Jnr & Majid, 2016; Khan & Vorley, 2017; Kneuper,

2017; Pauleen & Wang, 2017; Reijers et al., 2016;

Shpakova et al., 2017; Yang et al., 2018). IS should

have functions, features, and processes that support

working activities or procedures and should be easy

to use for users (Davis, 1993; DeLone & McLean,

2003; Foss et al., 2015; Lin & Lo, 2015). The more

users use IS, the more data and knowledge are

collected. In addition, organizations need to educate

employees to understand more about knowledge and

provide learning environment and policies to promote

the participation in all KM activities (Casimir et al.,

2012; Duarte Alonso, 2017; Malison &

Thammakoranonta, 2018; Oluikpe, 2012; Rumanti et

al., 2016). The KM strategies or policies which align

with business strategies can enhance the KM process

and increase organization performance (Õzlen &

Handzic, 2020).

6 CONCLUSIONS

KM process are aligned tightly within human

resource management processes and activities,

especially human resource development process.

When performing the effective human resource

activities, organizations can be considered

performing KM process automatically due to the

main sources of knowledge are humans. Considering

ISO 9000 series or CMMI, the objectives are to

collect knowledge about business procedures and

data management. Performing based on these

standards, processes, or regulations can lead to

performing KM at the same time. This implies that all

organizations have performed KM process for a long

time even they have not performed completely;

however, they have not concerned or noticed

significantly. This might be because of the working

environment, the support of management, and

personality or attitude of employees.

According to the technologies used to support

knowledge activities found currently, they showed

that the KM process has not performed completely.

There are some activities that needed more

technologies for increasing efficiency to manage

knowledge. Some technologies require more

functions and information technologies to support

performing correctly and completely. Even current

hardware, software, and databases need to increase

capability and capacity, or to upgrade. IS that support

business processes are needed to focus seriously

when acquired for making sure that data collected are

qualified. IS can represent knowledge, procedure, and

business rules. Good IS can support gaining more

knowledge in the future. Along with technologies, the

learning environment, and management support are

required. There are researches studied about

knowledge sharing within the working groups which

are examples of integrating IT to obtain better outputs

(Deng & Chi, 2015; Ibrahim & Huimin, 2017; Ozer

& Vogel, 2015). It will be valuable to further study

and observe the performance of the business when

implementing IT and IS as a part of KMS.

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