Emerging Technologies in Data Mining and Information Security
Emerging Technologies in Data Mining and Information Security
A. Kumari (B)
Symbiosis Centre for Management Studies, Noida, India
e-mail: [email protected]
A. K. Singh
Institute of Management Studies, Ghaziabad, India
© The Author(s), under exclusive license to Springer Nature Singapore Pte Ltd. 2023 117
P. Dutta et al. (eds.), Emerging Technologies in Data Mining and Information Security,
Lecture Notes in Networks and Systems 491,
https://doi.org/10.1007/978-981-19-4193-1_12
118 A. Kumari and A. K. Singh
1 Introduction
2 Review of Literature
3 Research Methodologies
The central objective of the literature search was to gather a wide variety of KM
literature instead of delimiting the search too much, as the terminology related to
the targeted articles was considered not yet established. Taking into account all the
predetermined criteria, the first search produced 2343 potentially relevant articles.
The stages of systematic literature article are as under.
At the first stage of this study, the keywords were put to search literature took place
till 2019. To find articles related to KM practices, the following search terms were
used in the literature search:
• “knowledge management practices and technology”
• “knowledge management practices and technology” “Questionnaire” and
• “knowledge management and technology” and “case study.”
The main objective of this search was to access the technology-associated KM
articles. During this search, only those articles which were peer-reviewed journal
and written in English language were selected.
During the second stage of the article selection process, the literatures were shortlisted
based on the title.
Articles that failed fulfilling the title criteria were eliminated from further inclusion
in potential article category, and this reduced the number of relevant articles to 745.
The third stage screened the articles based on abstracts. The articles could be analyzed
based on its relevance for the study. The number of relevant articles was reduced to
248.
122 A. Kumari and A. K. Singh
In the fourth stage, the shortlisted articles were read to analyze and summarize the
findings of the literatures this resulted in finalizing the potential and relevant articles
for this study, and finally, this eliminated big number of articles as the excluded liter-
atures in this stage focused on knowledge concepts (definitions), knowledge models
using technology and technology adoption for knowledge process (e.g., knowledge
creation and sharing). This final stage of article exclusion resulted in the number of
relevant articles reduced to 25.
4 Findings
Table 1 indicates the outline of all peer-reviewed research papers based on Heisig’s
[1] distribution of human-oriented, organization-oriented, technology-oriented, and
management process-oriented as knowledge management practices. It is observed
that majorly all articles discussed the elements of knowledge management prac-
tices that could be constituted in categorizations of Heisig [1] model. Few terms are
tricky to be adjusted under one category such as strategy that talks about codifica-
tion (explicit knowledge) which scholars considered under knowledge management
process that comes under category of management process-oriented on the other hand
personalization strategy talks about converting tacit knowledge into explicit which
is more of part of individual approach. However, researcher preferred to keep this
process under management responsibility so the term strategy is kept under manage-
ment process-oriented category. Based on the above review, certain interpretation can
be made about the knowledge management practices followed by firms to manage
their knowledge resources.
Table 1 (continued)
Category Author and year
Supervisory, mentoring [5, 9]
HRM [5, 6, 40–42]
Top management support [5]
Knowledge environment—Reward system, Top management encouragement, [5, 16]
motivation for continuous improvement, incentive, acknowledgment
Human creativity [6]
Technology-oriented
IT support [5, 25]
Information technology [5, 26]
Codification practices [36, 43]
KM supportive IT practices [18, 19]
IT tools [5, 16, 36]
ICT-based knowledge management system [6]
Organization-oriented
knowledge strategies [8, 14, 20]
Development of an innovative culture [5, 16, 21, 2]
Knowledge and information flow directions [9]
Design of the organizational structure for cooperation and coordination [9, 13]
among employees
Team work [6, 9, 36]
Management processes-oriented
Knowledge development-oriented process [8]
KM strategy [5, 6, 15, 16, 36]
KM procedure [13]
Knowledge-based marketing—knowledge transformation [11]
Through systematic literature review, KM practices were fit into the Heisig
categorization model purview with the following four categories.
4.2.1 Human-oriented knowledge management practices. The study identified that
under human-oriented approach of knowledge management practices are
mainly focused on leadership, learning, and sharing the knowledge. With
social and community activity knowledge is created and shared now with
technological devices.
124 A. Kumari and A. K. Singh
Tacit Knowledge
Socialization Externalisation
IT platforms for IT tools for
From Sharing of Codification of
experience Tacit knowledge
Fig. 2 Conceptual framework: technology platform for knowledge management practices. Source
Nonaka and Takeuchi [2, p. 19)
5 Discussion
knowledge sharing and clarity [8]. In addition to the above, the review emphasized
upon the importance of organizational elements and its setup. Task divided into
teams promotes knowledge creation and sharing, works delegated as per specializa-
tion creates knowledge development scope in existing projects and requires tools
for virtual collaboration and communication. The present review suggested that a
separate KM unit can ensure implementation KM.
This paper presented analysis of all possible relevant literature. A conscious manage-
ment practices may enable firms effectively and efficiently manage its knowledge
resources. This study adds value to the researcher’s ongoing studies about knowledge-
based practices of firms. The present study also has managerial implications. Firms
are mostly in the lack of confidence in investing in managing knowledge in terms of
return on investment. This study strongly provides an optimistic view about the bene-
fits of adopting technologies for KM practices. Particularly organizations should seek
leadership, HRM, technology, culture and strategy supporting knowledge creation,
storage, sharing and application for better decision making, innovation, and problem
solving.
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