ASSIGNMENT

MODULE NAME : KNOWLEDGE MANAGEMENT

LEVEL : BACHELOR DEGREE

STUDENT’S NAME : R.RAMIZA BEGAM

REGISTRATION NO : OR11730

PROGRAMME : BICT (HONS) DEGREE

LEARNING CENTRE : BMI Campus , Kandy , Sri Lanka

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ANSWER ALL QUESTIONS. [Total : 60 Marks]

QUESTION 01
a)How does the subjective view of knowledge differ from the objective view?
Product knowledge has been recognized as an important factor in the research on consumer
decision making. It has also been acknowledged that there are different types of knowledge there
are two types of knowledge—subjective knowledge, objective knowledge—on selected aspects
of consumer decision making. Effects are examined within the context of an electronic shopping
scenario in which subjects selected a VCR brand based on brand and attribute information that
could be accessed through a personal computer. (P.S.Raju , Subash C.Lonial ,W.Glynn Mangold,
1995)
Objective knowledge and subjective knowledge are two different ways of understanding and
interpreting information. Here is a breakdown of the differences between the two:
Objective Knowledge: Objective knowledge is based on facts, evidence, and observable
phenomena that exist independently of an individual's personal beliefs, feelings, or opinions.It is
verifiable and can be confirmed by multiple observers using empirical methods or scientific tools.
Objective knowledge is often considered to be universal and true regardless of individual
perspectives. Examples of objective knowledge include scientific laws, mathematical principles,
historical events, and empirical data.
Subjective Knowledge: Subjective knowledge is based on personal beliefs, opinions,
interpretations, and experiences that vary from person to person. It is influenced by individual
perspectives, emotions, biases, and cultural backgrounds. Subjective knowledge is not universally
true and can differ among individuals based on their unique viewpoints. Examples of subjective
knowledge include personal preferences, aesthetic judgments, moral values, and emotional
responses. (Poe, 2015)
[5 Marks]

b) Explain how knowledge can be viewed as a state of mind, as a practice, as objects, as access
to information and as capability.

Knowledge State of mind :

In this point of view, information is viewed as a psychological state or a grasping held by a person.
It includes convictions, supports, and mindfulness. This view underlines the mental and mental
parts of knowing. For instance, knowing a language, figuring out an idea, or having experiences
into a circumstance are cases where information exists as a perspective. From a philosophical
stance, information is many times seen as a psychological state. This viewpoint places that
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information is a factive mental state, implying that it is innately attached to truth — no one but
insights can be known, not normal for convictions, which can incorporate both valid and
misleading recommendations. This view proposes that knowing isn't just a composite of
conviction and truth however is a particular express that can be broke down freely. The contention
here is that information, as a psychological state, requires a mental affirmation of truth, which is
fundamental for recognizing it from simple conviction. (Williamson, 2002)
Knowledge as a Practice:
The active engagement and application of knowledge in a variety of contexts is emphasized when
knowledge is viewed as a practice. This point of view emphasizes the fact that knowledge is not
fixed; rather, it develops through experiences, social interactions, and the application of skills.
Knowledge is dynamic and context-dependent, according to this viewpoint, and it is cultivated
through practice, learning, and the sharing of insights within communities.
Knowledge as a Object :
Books, databases, and even theories are all examples of tangible or intangible entities that contain
information when we talk about knowledge as objects. From this point of view, knowledge can
be stored, retrieved, and manipulated. Whether they are tangible objects or digital representations,
knowledge objects serve as information storage facilities that individuals and organizations can
access and use for a variety of purposes. (Liew, 2013)
Knowledge Access Information:
Knowledge can also be understood as access to information. This view emphasizes the
importance of having the means to obtain and utilize information effectively. It suggests that
knowledge is not just about possession but also about the ability to navigate and leverage
information resources. In this sense, knowledge encompasses the skills and tools necessary to
access, evaluate, and apply information in decision-making processes.
Knowledge as a Capability:
Capability as knowledge Lastly, knowledge can be thought of as capability, which is the ability
to act on what one knows. This point of view ties knowledge to the skills and competencies that
people have, making it possible for them to act appropriately in a variety of situations. Critical
thinking, problem-solving skills, and the capacity to adapt knowledge to new contexts are all
examples of capabilities. This point of view emphasizes the practical applications of knowledge,
focusing on the ways in which it enables individuals and organizations to accomplish particular
objectives.
In summary, knowledge is a multifaceted concept that can be understood through different
frameworks, each contributing to a comprehensive understanding of its role in human cognition,
social practices, and organizational dynamics.
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[10 Marks]
[Total : 15 Marks]
QUESTION-02
Market and technological changes have been rapidly affecting employee in the organization. To
counter the effects on employees, management have implemented knowledge management to
increase the adaptability and job satisfaction for employees. Describe TWO (2) impacts of
knowledge management on employee job satisfaction with relevant examples.

Knowledge management is essentially about getting the right knowledge to the right person
at the right time. This in itself may not seem so complex, but it implies a strong tie to corporate
strategy, understanding of where and in what forms knowledge exists, creating processes that
span organizational functions, and ensuring that initiatives are accepted and supported by
organizational members. Knowledge management may also include new knowledge creation, or
it may solely focus on knowledge sharing, storage, and refinement. For a more comprehensive
discussion and definition, see my knowledge management definition.
It is important to remember that knowledge management is not about managing knowledge for
knowledge's sake. The overall objective is to create value and leverage and refine the firm's
knowledge assets to meet organizational goals. (Qais Al-Hammouri,Asmahan Majed Altaher,
2020)
Knowledge Management Definition-Knowledge management is the systematic management of
an organization's knowledge assets for the purpose of creating value and meeting tactical &
strategic requirements; it consists of the initiatives,
processes, strategies, and systems that sustain and enhance the storage, assessment, sharing,
refinement, and creation of knowledge.KM involves the understanding of Where and in what
forms knowledge exists; what the organization needs to know; how to promote a culture
conducive to learning, sharing, and knowledge creation; how to make the right knowledge
available to the right people at the right time; how to best generate or acquire new relevant
knowledge; how to manage all of these factors so as to enhance performance in light of the
organization's strategic goals and short term opportunities and threats.KM must therefore
create/provide the right tools, people, knowledge, structures (teams, etc.), culture, etc.so as to
enhance learning; it must understand the value and applications of the new knowledge created; it
must store this knowledge and make it readily available for the right people at the right time; and
it must continuously assess, apply, refine, and remove organizational knowledge in conjunction
with concrete long and short term factors. From this knowledge management definition we can
see that it depends upon the management of the organization's knowledge creation and conversion
mechanisms;. (IBA)
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Then we are going to see about the impact of knowledge management on employee job
satisfication .
1. Improved Collaboration and Teamwork
Impact: Effective knowledge management facilitates better collaboration and teamwork by
providing employees with access to shared information and expertise. This fosters a sense of
community and support within the organization, which can lead to higher job satisfaction.
Example: In a software development company, a well-maintained knowledge repository allows
developers to share code snippets, troubleshooting tips, and best practices. When a new employee
encounters a coding challenge, they can easily find solutions in the repository or reach out to
colleagues who have faced similar issues. This reduces frustration and isolation, making
employees feel supported and valued, thereby increasing job satisfaction.

2. Enhanced Learning and Development Opportunities

Impact: Knowledge management systems often include training materials, resources, and forums
for discussion. These tools enable continuous learning and professional development, which can
lead to greater job satisfaction as employees feel they are growing and advancing in their careers.
Example: A marketing firm might use a KM system to store case studies, campaign analytics,
and industry reports. Employees can access this information to learn about successful strategies
and new market trends. Additionally, the system may offer online courses or webinars on relevant
topics. This access to ongoing education and skill development can help employees feel more
competent and confident in their roles, leading to increased job satisfaction.
By fostering a supportive environment and offering opportunities for growth, effective knowledge
management can greatly enhance employees' overall job satisfaction.
In conclusion, effective knowledge management (KM) practices significantly enhance employee
satisfaction. By providing employees with accessible and comprehensive resources, organizations
empower their workforce to efficiently acquire and share knowledge. This empowerment not only
improves job performance and productivity but also fosters a culture of collaboration and
continuous learning. As employees feel more supported and valued, their overall job satisfaction
increases, leading to higher retention rates and a more positive workplace environment. Thus,
investing in robust KM systems is not only beneficial for organizational growth but also crucial
for maintaining a motivated and content workforce.
[15 Marks]
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QUESTION-03

Eventgers is a reputable event management company located in United Kingdom. Despite its
success, one of the major issue the company is currently facing is with transferring knowledge
among its multicultural staff. Currently their staff are from countries such as United Kingdom,
France, Italy, China, Japan and India.
Eventger is in dire need of help to find suitable methodsof programs that could ease the
organization’s knowledge transfer process among its staff. Without knowledge transfer plan in
place, it may lead to loss of knowledge when their currentemployees retire. You have recently
been hired as the Human Resource Manager for Eventgers, The CEO wants you to propose
THREE (3) knowledge transfer methods that could help to reduce the difficulties of knowledge
sharing among its multicultural staff. Explain these methods together with suitable examples.

Knowledge Transfer is a practical method for transitioning knowledge from one part of your
business to another. It is both a theory and a practice – which means that it can be applied to your
company culture and to your business systems. It is more than just communication, though. It
involves the circulation of information, ideas, tasks, processes, tools, documents, and so much
more. The Knowledge Transfer Matters for Business Problem Solving, When it comes to
innovation and problem solving, it can be hard to convert abstract concepts into an actual game
plan. Beyond that, you need to figure out a way to apply that idea to the task at hand. Sharing
knowledge is tricky because it involves quantifying and qualifying knowledge that exists in the
mind. A knowledge transfer system helps to translate that knowledge into words, visuals, and
processes that can then be shared with your team. Knowledge transfer matters for our business
because it improves innovation, collaboration, and understanding in your business. Rather than
relying on facts and data to share information across departments, we’re better able to paint a
holistic picture of complicated concepts. Since we are talking about knowledge – something
rather intangible – this is a perfectly imperfect process. We can’t get our team to read our mind…
but we can get close. (Brown, 2024)
To address the knowledge transfer challenges at Eventgers, a multicultural event management
company, several effective methods can be proposed. These methods aim to facilitate the sharing
of knowledge among employees from diverse backgrounds, ensuring that valuable insights and
experiences are not lost as employees retire. Below are some suitable strategies.

1. Mentoring and Coaching Programs

Establishing a mentorship program involves pairing experienced employees with newer staff
members to facilitate the transfer of tacit knowledge, which is often not documented. This
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arrangement enables mentors to share their practical insights, skills, and experiences, providing
mentees with guidance and support. Such programs help in building a strong organizational
culture, promoting professional growth, and fostering a sense of community. Mentorship can also
accelerate the learning curve for new employees, helping them adapt to the company's processes
and values more quickly and effectively. Overall, mentorship and coaching programs are valuable
for both personal and professional development within an organization
Example: A senior event planner from the UK could mentor a junior planner from India, sharing
insights about local customs and event management practices that are crucial for successful event
execution.
2.Cultural Awareness Training:
Cultural awareness training helps employees understand and respect the diverse cultures within
the organization. This training can include language lessons, cultural etiquette, and
communication styles, which can help reduce misunderstandings and improve collaboration.
Example: Organizing workshops that teach the basics of French, Chinese, or Hindi, along with
cultural dos and don'ts, can help employees from different backgrounds work together more
effectively.
3.Knowledge Management Systems (KMS)
Hold regular workshops where employees can share their event management knowledge,
experiences, and best practices. A knowledge management system (KMS) can centralizedly store
knowledge and make it accessible to all employees, fostering open communication and learning.
Databases, document management systems, and wikis are examples of systems that can store
procedures, best practices, and essential organizational knowledge.
Example: A workshop led by a staff member from Japan could focus on innovative event
technologies that enhance guest experiences, while a colleague from France might share insights
on cultural nuances in event planning.
By implementing these methods, Eventgers can effectively transfer knowledge across its
multicultural workforce, ensuring that valuable information is retained and shared, thereby
supporting the company's continued success.

[15 Marks]
QUESTION-04

Analyze and justify things that influence the adoption and utilization of knowledge management
tools.
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The adoption and utilization of knowledge management (KM) tools in organizations are
influenced by a variety of factors. These factors can be grouped into several broad categories,
including organizational, technological, individual, and environmental aspects. Here's an analysis
of these factors
Organizational Factors
1.Organizational culture: Organizational culture is a shared perception of reality and values that
shape how individuals and groups interact within an organization. It is inseparable from
knowledge sharing and can be described in terms of results and process perspectives. Culture is
a manifested pattern of behavior, defining consistent ways of performing tasks, resolving
problems, and treating customers and employees. It also includes informal values, norms, and
beliefs. (G P. Grish , Dennis Joseph ,Souvik Roy ,Amar Raju, 2015)
2.Support from Leadership: Strong leadership support is essential. When management actively
encourages and makes use of KM tools, it sets an example for the rest of the company and
encourages widespread adoption. (Somasundaram, 2020) (G P. Grish , Dennis Joseph ,Souvik
Roy ,Amar Raju, 2015)
3.Training and Support: It is essential to provide employees with adequate training and ongoing
support. Organizations that put money into training programs to teach employees how to use KM
tools tend to have easier transitions and higher rates of use.

Technological Factors
Knowledge management technologies are used to manage knowledge and support it.
Advancements in KM technologies include electronic discussion, systems for case-based
reasoning, decision-support systems, groups, computer-based simulations, enterprise resource
expertise locator, expert systems, management information systems, and planning systems,
videoconferencing, and information stores. Web-based communication and collaboration
technologies are the most important technologies for use with the internet, intranet, and mobile
technologies. There must be at least one in place for an organization-wide KM initiative to be
successful. (AEU)
1.Apparatus Availability and Convenience: The simple entry and ease of use of KM
instruments essentially influences their reception. Apparatuses that are natural and coordinate
consistently with existing frameworks are bound to be embraced by workers. (Somasundaram,
2020)
2.Integration with Existing Systems: It is essential for KM tools to be able to integrate with the
existing IT infrastructure. Customer Relationship Management (CRM) and Learning
Management Systems (LMS) are two examples of solutions that are frequently favored by
businesses because they work well with their current software. (Somasundaram, 2020)
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3.Technological Features: Modern capabilities like real-time collaboration, centralized

repositories, and data analytics make KM tools more useful, making them more appealing to
businesses.
Individual Factors
3.Particular Factors Employee Attitudes and Perceptions: Employees' attitudes toward
technology and knowledge sharing influence their willingness to adopt new tools. User
engagement and utilization of KM tools can be boosted by positive perceptions. (G P. Grish ,
Dennis Joseph ,Souvik Roy ,Amar Raju, 2015)
2.Expertise Levels: Workers' specialized abilities and experience with advanced apparatuses can
influence their capacity to actually utilize KM frameworks. When implementing KM tools,
businesses must take into account the various skill levels of their workforce. (Somasundaram,
2020)
3.Motivation and Incentives: Offering incentives to use KM tools can encourage their use. A
more collaborative working environment can be created by rewarding and recognizing employees
who actively share their knowledge. (G P. Grish , Dennis Joseph ,Souvik Roy ,Amar Raju, 2015)

The successful adoption and utilization of knowledge management tools are influenced by a
complex interplay of technological, organizational, and individual factors. Organizations that
focus on creating a supportive culture, providing adequate training, and ensuring that tools are
user-friendly and well-integrated are more likely to achieve their KM objectives. By addressing
these factors, organizations can enhance their knowledge management practices, leading to
improved decision-making, innovation, and overall performance.
[15 Marks]

References
/IBA, A. (n.d.). An Introduction to Knowledge Management. In A. /. Campus, Knowledge
Management.
AEU, T. O. (n.d.). Creating the culture of learning & knowledge sharing in the organization. In
T. AEU/IBA, Knowledge Management (p. 113).
Brown, J. ( 2024, March 25). Knowledge Transfer: What it is & How to Use it Effectively.
Retrieved from Helpjuice: https://helpjuice.com/blog/knowledge-
transfer#:~:text=%E2%80%9CKnowledge%20Transfer%E2%80%9D%20is%20a%20pr
actical,more%20than%20just%20communication%2C%20though
G P. Grish , Dennis Joseph ,Souvik Roy ,Amar Raju. (2015). Factors influencing Adoption of
Knowledge Management Systems in India from a Micro, Small and Medium
Enterprise’s Perspective. ResearchGate, 135-140.
Liew, A. (2013, April). DIKIW: Data, Information, Knowledge, Intelligence, Wisdom and their
Interrelationships. Retrieved from ResearchGate:
https://www.researchgate.net/publication/236870996_DIKIW_Data_Information_Know
ledge_Intelligence_Wisdom_and_their_Interrelationships
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P.S.Raju , Subash C.Lonial ,W.Glynn Mangold. (1995). Differential Effects of Subjective

Knowledge, Objective Knowledge, and Usage Experience on Decision Making: An
Exploratory Investigation. Journal Of Consumer Psychology, 4(2), 153-180.
Poe, A. b. (2015, july). Quora. Retrieved from quora.com: https://www.quora.com/What-is-
subjective-and-objective-knowledge
Qais Al-Hammouri,Asmahan Majed Altaher. (2020, July). The Impact of Knowledge Sharing
on Employees Satisfaction:Review. Retrieved from ResearchGate:
https://www.researchgate.net/publication/343151507_The_Impact_of_Knowledge_Shari
ng_on_Employees_Satisfaction_Review#pf5
Somasundaram, P. (2020). The Benefits of Adopting Knowledge Management Tools and
Technologies in Your Business. Linkedin.
Williamson, T. (2002). Knowledge and its Limits. Oxford University Press.

THERE ARE 08 PAGES, EXCLUDING THIS PAGE.

DECLARATION BY STUDENT

I certify that this assignment is my own work and is in my own words. All sources have been
acknowledged and the content has not been previously submitted for assessment to Asia e
University or elsewhere. I also confirm that I have kept a copy of this assignment.

Signed: Ramiza Date: 20-08-2024