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Technology Adoption for Facilitating

Knowledge Management Practices


in Firms

Arpana Kumari and Arun Kumar Singh

Abstract This paper aims at highlighting technological dimensions for knowledge


management (KM) practices in firms with the review of the potential conception
of activities adopted by organizations to utilize the knowledge resources. The study
systematically reviews the literatures available on KM practices with excluding arti-
cles based on keywords, abstracts, and full text. KM practices were incorporated in
Heisig’s (J Knowl Manage 13(4):4–31, 2009 [1]) categorization format of human,
technology, organization, and management process-oriented practices. The findings
described that learning and sharing attitude in human are effectively directing adop-
tion of technological tools for KM in firms. Top management support and strategy
are also key KM practices supporting technology usage. In terms of originality and
value, the paper reviews all the latest technologies and their integration for supporting
KM in firms. The study promotes for faster and accurate business ideas with the accu-
mulation of advanced technological tools for knowledge storing, sharing, and appli-
cation. The famous Nonaka and Takeuchi (The knowledge-creating company—how
Japanese companies create the dynamics of innovation. Oxford University Press,
New York/Oxford, 1995 [2]) KM Model is adopted to integrate the technology and
KM practices.

Keywords Knowledge management · Knowledge management practices ·


Management process · Information and communication technology

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

In light of the constantly changing business environment, firms are focusing on


enhancing knowledge base and adopting strategies supporting knowledge activities
to achieve organizational goals [3]. The discussions of scholars in previous literatures
are centered to the concept and process of knowledge management (KM). KM is
described as the process and activities of creating storing, sharing, and applying
knowledge [4] in organization’s functions for improving efficiency of firms. The aim
of KM is to explore the ways of managing knowledge resources of firms to accelerate
organizational performance.
The activities to manage knowledge resources are majorly focused on processes
and practices [3, 5]. Knowledge process is intended to demonstrate that how knowl-
edge resources of the organizations are developed and utilized through knowl-
edge acquisition, knowledge assimilation, knowledge dissemination, and knowledge
implementation which may be placed in firms. Some scholars have discussed different
mechanisms and ways to successfully follow the KM process [4]. The other schools
of thoughts discussed the organizational activities and management practices [3] to
support KM process in firms. Also, literatures have highlighted technological [6],
cultural [7], and strategic [8], support for managing knowledge [9]. In this paper, all
such activities and supports are considered as KM practices which are in line with
previous scholars [10].
This paper is focused on understanding the technological aspects that are
important for KM practices in the firms.
One of the prominent studies is by Heisig [1] who compiled the study of 160
empirical researches on KM and categorized KM supporting activities in a frame-
work. Also, other studies have focused on clarifying the concepts of KM, KM culture
[11, 12]. Famous scholars discussed KM mechanism, whereas some [13] talked about
knowledge network in firms, [11] few showcased the KM implementation for orga-
nizational befits, similarly others [14] pointed on the importance of KM unit and KM
strategy [5, 6, 15, 16].
Few literatures [17] have concentrated on developing firm-specific cases of
different industries. The studies have surveyed about KM importance and based
on which the benefits that organizations are extracting are discussed [3]. In order
to understand the technologies adopted by firms to manage knowledge resources in
organizations, it is required to specify the framework and categorize the practices
that support the KM and may be called KM practices of firms.

2 Review of Literature

Knowledge management is the process of creating, storing, sharing, and reutilizing


the organizational knowledge [13, 18, 19]. Organizations focus on two types of
knowledge—explicit and tacit [20, 21]. Information data or knowledge that may be
Technology Adoption for Facilitating Knowledge … 119

recorded, documented, and retrieved conveniently are termed as explicit knowledge


[20]. This is tangible in nature and can exist in the form of language, codes, symbols,
and pictures considered easy to understand. Other side tacit knowledge is intangible
in nature. This is developed as employees gain experiences and execute projects
[22]. They understand the workflow and interpret the situation to work upon. Such
understanding resides in their mind and becomes difficult to transfer to other people
for further usage [23]. Such mental models and interpretations are termed as tacit
knowledge. This is intangible in nature and cannot be coded or documented though
can be shared through storytelling, collaborative works, gossips, and social inter-
actions [24]. Knowledge management promotes conversion of such knowledge into
explicit form for benefit of other employees and effective decision-making process
[15].
Technology
Initially, knowledge management practices were used to be associated with technical
aspects [8]. Firms having sufficient technological and software tools were applying
the knowledge management practices [3, 25]. Technology was one of the elements
which were considered a crucial source to store and share knowledge within firms [5,
26]. Earlier only computers, printers, telephones were means of knowledge processes.
However, fast-paced world provided us with advanced version of technology and
now gadgets such as smart phones, smart watch, tabs with the incorporation of
artificial intelligence, Internet of things augmented reality and virtual reality and
data analytics. Such advancements not only accelerated the information exchange
but with video conferencing and instant messages, involvement of stakeholder in
decision-making process became smooth. Thus, it can be said that earlier knowledge
management practices were considered for mere storing and retrieving the infor-
mation [18, 19]. Gradually researchers dwelled more into the concept of utilizing
knowledge for innovations. Multiple school of thoughts popped up and later it was
realized that only following the process of accumulating information and sharing
among stakeholders are not enough for achieving organizational performance [18].
Knowledge management practices
KM practices refer to the activities of the organization that can be processed by
conscious management activities to enhance knowledge processes of the firms [10,
27]. Seven knowledge management practices are highlighted [28]: (1) Strategic
knowledge management practices [29], (2) organizational structural arrangements
[30], (3) knowledge management friendly culture, (4) knowledge storing and sharing
promoting information and communication technology (ICT) [2], (5) learning mech-
anisms and (6) human resource management (HRM) practices focused on knowledge
[31] practices, and (7) knowledge protection practices and mechanisms. According
to some scholars [13], it is important to unlock the firms’ capabilities for advancing
the organization’s efficiency to manage its knowledge resources. A researcher [10]
emphasized that knowledge management practices may include organization’s activ-
ities aiming optimum knowledge management for organizational excellence. Taking
120 A. Kumari and A. K. Singh

existing research into consideration this paper conceptualize knowledge manage-


ment practices The paper adopted KM categorization given by Heisig’s [1] and
model of knowledge management by Nonaka and Takeuchi [32]. The categorization
is based on four categories: human-oriented factors; organization-oriented factors;
technology-oriented factors; and management processes-oriented factors.

3 Research Methodologies

This paper conducts a systematic review (Fig. 1) of KM literature on explaining


various KM practices in organizations. The systematic review approach is influenced
by Bakker [33], Crossan and Apaydin [34]. This approach has been preferred to
summarizing and framing the crux of existing literature of related field. For this
study, only those papers have been included that are published in peer-reviewed
journals and written in English, as it is assumed that they will provide the sufficient
coverage on this study.
The literature selection process involved specific process. The abstract and citation
database Scopus (www.elsevier.com/online-tools/Scopus) was the preferred tool to
carry out the search because of its touted accuracy and excellent coverage of academic
literature. Several stages have been adopted to exclude articles based on titles in
Stage 2, abstracts in Stage 3, and full texts in Stage 4. Consequently, suitable articles
providing relevant information and understanding for the present study could be
shortlisted.

Fig. 1 Systematic literature review process


Technology Adoption for Facilitating Knowledge … 121

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.

3.1 The First Stage—Keywords Search

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.

3.2 The Second Stage—Title Consideration for Article


Reduction

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.

3.3 The Third Stage—Exclusion of Articles Based


on Abstracts

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

3.4 The Fourth Stage—Publications Elimination Based


on Full Text

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

4.1 Review 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 Knowledge management practices


Category Author and year
Human-oriented
Leadership [7, 35, 36]
Commitment-based HR practices [8, 37]
Organizational learning, continuous learning via training and workshops [38–40]
Transfer of learning [16, 2, 36]
(continued)
Technology Adoption for Facilitating Knowledge … 123

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]

4.2 Knowledge Management Practices

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

4.2.1.1 Leadership—Leadership has been observed as a significant element


for KM. Organizations appointed managers, supervisors to admin-
ister KM activities that ensure the proper execution of KM process
[5].
4.2.1.2 Knowledge-oriented human resource management practices—In
previous studies, it is explicit that HRM practices promote
knowledge-based activities. Acquiring intellectual employees,
upskilling and reskilling employees, and providing learning oppor-
tunities for continuous performance and excellence [40, 41].
4.2.1.3 Top Management Support—the Support of Management Plays
Crucial Role in Encouraging and Empowering Employees for
Knowledge Exploration, Sharing and Application [5, 9].
4.2.1.4 Employee motivation—In a knowledge environment employees
are motivated for knowledge receiving and sharing with others.
Employees are influenced for continuous improvement for profes-
sional excellence [36] and later acknowledged for the contributions
[5, 14].
4.2.1.5 Provisions of Reward System—Incentives for Employees Outlined
with KM Activities Promote Enhanced Knowledge Communication
to Others for Retaining Knowledge for Future Usage [36].
4.2.1.6 Supervisory and Mentoring—Providing a mentor to employees is
also considered effective as it promotes knowledge sharing and appli-
cation [36]. Supervisory significantly affects the application part [9]
on the other hand formal staff mentoring promotes attitude among
workers for managing knowledge [5].
4.2.1.7 Knowledge-based creativity—According to Omotayo [6], human
mind uses its creative capabilities that result in knowledge creation
and innovation. Creative thinking brings opportunity to thinking out
of the box [5].

4.2.2 Technology-oriented knowledge management practices. Technology is pivotal


in making or breaking the organizations [36]. According to Razali et al. [5],
technology infrastructure and technology awareness both are equally impor-
tant. Technology adds value to the organization while promoting innovation
and systematic work process. Adoption of IT practices supports KM activities
in an organization [18].
4.2.2.1 IT tools—With socialization process mentioned in Fig. 2, demon-
strating conceptual framework for technology integration with KM
practices adopting famous model of Nonaka and Takeuchi [32], orga-
nizations must focus on advanced usage of technologies [13] like
intranets, video conferencing, social media platforms, LAN, expert
systems, artificial intelligence, palmtops, electronic data exchange,
for bringing innovation, usage of internal social network architecture,
as channel for dissemination of knowledge in organization by sharing
Technology Adoption for Facilitating Knowledge … 125

Tacit Knowledge To Explicit Knowledge

Tacit Knowledge
Socialization Externalisation
IT platforms for IT tools for
From Sharing of Codification of
experience Tacit knowledge

Explicit Knowledge Internalisation Combination


Knowledge Analytical tools
Application with for Combination
IT tools of Knowledge

Fig. 2 Conceptual framework: technology platform for knowledge management practices. Source
Nonaka and Takeuchi [2, p. 19)

task success report [19]. The role of IT should be on connecting and


not just collecting knowledge. Also, tools like web-based geograph-
ical information system provide information of location and other
features of the firm.
4.2.2.2 KM supportive IT practices—The research further explains the
importance of amalgamation of infrastructure and process capabili-
ties, including technology, culture, and organizational structure for
combining new knowledge with existing ones. Referring to Fig. 2, in
externalization, informal or tacit knowledge is codified into explicit
knowledge with coding, symbols, images in storage devices. In inter-
nalization process, the codified or stored knowledge is incorporated
in existing organizational system, and thus, those are customized
with help of software. Finally under combination stage, knowledge is
applied for innovations and decision making, here also technological
support for data analysis and interpretations will be required.

4.2.3 Organization-Oriented Knowledge Management Practices. Limited studies


are found on organizations’ orientation toward knowledge management activ-
ities. The business activity of firms is processed in an organizational setup.
Roles and responsibility are deputed to individuals based on their expertise,
and tasks are performed in departments and units.
4.2.3.1 Communication Channel—The channel used for communication
may be of formal and informal in nature that affects the knowledge-
sharing interpretation process. Also, effective flow of communica-
tion like horizontal, diagonal, lateral impacts the freedom and speed
of knowledge flow as employee comfort with communication is
more effective with various KM activities specifically for knowledge
creation and sharing [8].
126 A. Kumari and A. K. Singh

4.2.3.2 Culture—Scholars have emphasized that maintaining suitable orga-


nizational culture is very crucial for successful KM activities which
consist of employee willingness to accumulate, share and apply
knowledge for organizational benefit, removing fear of knowledge or
competency loss [5]. Cooperation, trust, and learning are major detri-
ments of knowledge management that integrates with knowledge
management activities.
4.2.3.3 Team—Creating team for project executions, enabling employees
for experience sharing through discussions and bringing insights
for new knowledge creation [9, 36]. Delegation of authority, leader-
ship, and decentralization are the significant factors over knowledge
management activities [18].

4.2.4 Management processes-oriented practices for knowledge management. Under


this category, the decision and strategy by management for managing
knowledge is considered.
The concept of knowledge management consists of the process of knowl-
edge creation, storage, sharing, and applying, wherein implementation of this
process depends on the management initiatives and how efforts for continuous
improvement of the process are put forward [8].
4.2.4.1 KM procedure—Consists of the KM flow and operations that are
adopted for KM applications [13] for firms KM effectiveness and
profitability.

5 Discussion

This paper intended to summarize the KM literature review, to understand the


adoption of technology for knowledge management practices. The paper explained
the design and the process of the literature selection which was systematic litera-
ture review. Thereafter, the result of the study was presented based on the articles
reviewed.
The findings of the study highlighted that technology adoption is highly impor-
tant for quality KM practices. This study supported the arguments of scholars about
the utilization of technology for KM not merely for storing information but more
for knowledge sharing and usage [13, 25], enhancing employee’s expertise and in-
depth knowledgeable each day for accelerating innovation [44]. Thus, technology is
considered crucial KM enabler while enhancing firm’s capability and competency it
is in line with the view that technology support enables organizations in information
tracking and analysis with communication tools [5, 14, 36]. Organizations integrate
their technological operations for managing knowledge resources to extract benefits
such as knowledge protection, creativity, innovation, and better decision making [14].
Also while discussing the significant role of communication tools, it is highlighted
that well-connected employees can be engaged in regular communication leveraging
Technology Adoption for Facilitating Knowledge … 127

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.

6 Implications for Management Practices and Academician

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.

7 Conclusion, Limitation, and Scope for Future Research

The accumulated the literature on KM practices of high relevance and analyzed


all organizational, management, human- and technology-related practices as KM
practices. The discussions of previous literature were smoothly incorporated into this
category wherever those fit. In this process, management process support, KM-based
strategy, technology support, communication flow, KM leadership, KM supportive
culture were the most common and significant KM practices adopted by the most of
the organizations. Technology provides much more scope for knowledge utilization
and interpretation with its analytical expertise. The methodology of this paper is
its very first limitation. The study has systematically analyzed and presented the
work of previous scholar, wherein some literatures may have been missed during
literature selection process. Further studies may focus on other methodologies to
understand about KM practices. This study adopted grounded theory of Heisig’s
categorization of KM practices; in the future, scholars may conduct general study to
get wider perspective of KM practices. Future studies may also conduct comparative
analysis of KM practices based on industry or country. Future scholars may also
focus on empirical research. Case studies may also be developed on technological
tools supporting KM, KM enabling culture.
128 A. Kumari and A. K. Singh

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