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Journal of Communication and Computer 9 (2012) 263-275

Requirement for Knowledge Management System

Ibrahim Abu AlSondos, Faizuniah Pangil and Siti Zubaidah Othman1. MIS Department, College of Business Administration, Taibah University, Saudi Arabia

2. School of Business Management, College of Business, Universiti Utara Malaysia,Malaysia

Received: November 15, 2010 / Accepted: January 20, 2011 / Published: March 31, 2012.

Abstract: Knowledge Management (KM), defined as the creation and application of new knowledge, is becoming a good source ofcompetitive advantage. Employee innovation is increased by the development and sharing of knowledge. Failure to implement aknowledge management system for the organization is a major concern for the management information system society. With the drivefor necessary attention to this issue, this paper intends to provide the means of implementing knowledge management system. Thesuccess of this implementation would come from the reduction of loss of critical information and improvement of data retrieval. This

paper would also guide the implementation principles and review the implementation process in a step-by-step approach. This paperinvestigates the knowledge management implementation system requirements in various manners. The investigation covers the ways ofdevising the implementation system for information sorted by definition, requirements, and implementation. The source definition anddata retrieval process is also investigated. This paper would consider the cooperation of the knowledge workers as one of the importantaspect of the implementation. In addition to these, the importance of centralization in storage and retrieval process for necessaryinformation is also included in the scope of this paper. The ways of eliminating loss of knowledge when the skilled workers leave orretire is also a subject matter of this paper. The contribution of this paper goes to more clarification of knowledge management systemimplementation.

Key words: Knowledge management (KM), knowledge management system (KMS).

1. Introduction

Significant development is necessary in the area of

Knowledge Management (KM) in every organization.

Different professions serve different purpose using

specialist knowledge and skills appropriate for that

purpose [1]. Although, knowledge management and

intellectual capital (KM/IC), as a core discipline, is

evolving over a decade, it recently has become an

attractive and productive area of study from a

multi-disciplinary perspective [2]. The role of

knowledge management in consolidating

organizational knowledge is crucial in the era of

k-economy [3]. Todays success, as many

organizations have realized, is critically influenced by

the creation, transfer, and management of knowledge

[4-5]. Knowledge is very wide accepted as a source of

Corresponding author: Ibrahim Abu AlSondos, Ph.D.,research fields: knowlegde management and knowledgemanagement systems. E-maill: [email protected].

power, and now for all organizations, it has become an

important strategic resource [6-7].

Nurturing business knowledge is becoming more

challenging due to intensified competition and other

changes in the external business environment.

Employees access to important information is a good

source of competitive edge. Employees need to be able

to access important information to have competitive

edge. Quick ability to capture, store, and utilize critical

information related to processes and best business

practices can prevent the loss of the edge over thecompetitors. This ability can be facilitated by

identifying the requirements and developing a

complete solution for the knowledge management.

Thus, solving the information problem can be

facilitated by using the operative paradigm where the

Information Technology (IT) is driven by business

requirements [8].

Good survival in the competitive business

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Requirement for Knowledge Management System264

environment involves the use of knowledge. Often,

development of favorable organization culture can help

knowledge sharing and gathering easier across the

company. Although companies normally contain a vast

reservoir of knowledge in a wide variety of

organizational process, best-practices, know-how,

culture, and norms, they followed an ad-hoc basis of

using these knowledge and experiences [9]. In order to

outperform the competitors by utilizing this vast

knowledge, the employees must have the ability to

extract necessary information. However, many

companies are not in a position to prepare their

workforce in this way. The top management of these

companies must consider this as a top priority andcollaborate with the Information Technology (IT)

staffs to implement a solution. They can follow the best

practices of knowledge management system as a way

for this implementation [8].

Under knowledge management systems (KMSs) the

organization captures internal knowledge and makes it

available for using by the employees. This process can

improve organizational learning [10-11]. The

knowledge that the KMSs maintains include corporate

history, experiences, and the expertise of long-term

employees. The system then makes this knowledge

available for them and their successors to run the

business in a better way.

2. Background

Knowledge and its effective management are

important organizational resource and they are crucial

for success. The process of knowledge management

and its necessity for leveraging organizationalknowledge has been studied by the researcher. Their

view has been changing regarding the definition and

level of technology support for the knowledge

management. Table 1 provides some examples from

the literature. The focus of the early conceptualization

stage of KM research has been on the empowerment

the knowledge worker and on supporting the adoption

of methodology. On the technology side, executive

information systems, decision support systems, and

expert systems were the predecessors of KMS [12].

There are at least three reasons why the use of

knowledge management methodology is important.

First, a knowledge asset is equally important as their

physical or financial counterparts are for the

company. Define [27] knowledge assets as the

organizational knowledge which can direct the

efficient and effective performance of the business

processes and can create more value for the business

by directing new products and services. The source of

competition advantage can be a specific ability to

utilize the collective experience of the employees.

Second, in the US context, as the baby boomers startleaving the workforce, companies are just becoming

aware of the possible loss of valuable knowledge.

Third, already the KM systems have shown their

ability of reducing redundancy and improving

efficiency in organizations. Among many success

stories of knowledge management, the German

telecommunications company, Siemens, is a good

example to support this.

3. Knowledge Management System (KMS)Define [20] knowledge management system (KMS)

as the use of modern information technologies (e.g., the

Internet, intranets, extranets, collaborative

computing/groupware, software filters, agents, data

warehouse) for the purpose of systematizing,

enhancing and expediting both intra and inter firm

knowledge management. They describe KMS as one of

the information systems classes which is applied to

support and enhance the knowledge creation,storage/retrieval, transfer, and application process in an

organization. According to Ref. [10], there are three

possible applications of KMS: (1) in transferring best

practice within an organization; (2) in creating

corporate knowledge directories like internal expertise

mapping; (3) in creating network to facilitate

knowledge sharing, for example, an online forum.

KMS success model has three dimensions, according to


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Requirement for Knowledge Management System 265

Table 1 KM definitions.

2007 An organizational capability that allows people in organizations, working as individuals, or in teams, projects, orother such communities of interest, to create, capture, share, and leverage their collective knowledge to improve

performance [13].

2005 KM is defined as doing what is needed to get the most out of knowledge resources [14].2004 An umbrella term encompassing the fields of knowledge creation, knowledge sharing, knowledge mapping andindexing, knowledge distribution and storage, and knowledge valuation and metrics [15].

2003 Knowledge management may be defined as doing what is needed to get the most out of knowledge resources.Knowledge management focuses on organizing and making available important knowledge, wherever and whenever itis needed [16].

2003 Knowledge management concerns an organizations ability to develop and utilize a base of intellectual assets inways that impact the achievement of strategic goals [17].

2003 We can conceptualize knowledge management as a process whose input is the individual knowledge of a person,which is created, transferred and integrated in work teams within the company, while its output is organizationalknowledge, a source of competitive advantage [18].

2000 A systematic and integrative process of coordinating organization-wide activities of acquiring, creating, storing,sharing, diffusing, developing, and employing knowledge by individuals and groups in pursuit of major organizationalgoals [19].

2001 Knowledge management as distinct but interdependent processes to create, store, retrieve, transfer, and applyknowledge [20].1999 Knowledge management is the formal management of knowledge for facilitating creation, access, and reuse of

knowledge, typically using advanced technology [21].1999 Knowledge Management is a business process. It is the process through which firms create and use their institutional

or collective knowledge. It includes three sub-processes: Organizational learning the process through which thefirm acquires information and/or knowledgeKnowledge production the process that transforms and integrates raw information into knowledge which in turn isuseful to solve business problemsKnowledge distributionthe process that allows members of the organization to access and use the collectiveknowledge of the firm [22].

1999 Knowledge management is a discipline that promotes an integrated approach to identifying, managing and sharing anorganisations information assets, including databases, policies and procedures as well as unarticulated expertise andexperience resident in individual workers [23].

1998 A conscious strategy of getting the right knowledge to the right people at the right time and helping people share and put information into action in ways that will improve organizational performance [24].

1995 The identification of categories of knowledge needed to support the overall business strategy, the assessment of thecurrent state of the firms knowledge, and the transformation of the current knowledge base into a more powerfulknowledge base by filling knowledge gaps [25].

1994 The process of capturing, distributing, and effectively using knowledge in an organization [26].

Ref. [28]: knowledge quality, system quality, and

service quality. These factors can affect two

determinants of KMS success, the users intention and

satisfaction following the use of KMS. The usage of

KMS and its reflection in the performance of the

organization are affected by knowledge workerscommitment and motivation [29].

4. Business Requirement

4.1 Objectives

It is necessary to define an objective before pursuing

the KM. Example of such objectives is available in Ref.

[30]: creating knowledge repositories for storing

knowledge and information, improving knowledge

access through connectivity, enhancing the KM

environment, and managing knowledge as an asset and

value to the firm. Before placing in the repository, the

firm must categorize and prune knowledge and

information. The repository should have place for all of

external, internal, and informal categories ofknowledge. The source of external knowledge is the

competitive intelligence. Internal knowledge is

normally gathered from research and product

documentation [30]. However, the informal knowledge

is generated in the form of individuals knowledge of

how to do certain things. In addition to the use of latest

technology, cooperation from the individual employee

plays crucial role in accessing the informal knowledge.


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Needs assessment . After identification of the

information need, the KM strategy should be

implemented. However, the information need may

change within a short time interval. This situation

requires the KA to perform a needs assessment. In the

process of needs assessment, the end-user needs are

compared and given weights to properly maintain the

overall project strategy. This requires conducting the

needs assessment and information research

simultaneously facilitating continuous development of

the KM system. The KA has to look at business goals,

business processes, usage characteristics, and user

needs in the process of the needs assessment [8].

Decision making . The role of KM in improving thedecision making by the employees and managers

should considered carefully at the time of defining

business requirements. Simple access methods (like

web browsers) to access centralized information helps

employees make decisions anywhere utilizing vast

amount of information which previously were scattered

in many places. The ability of the managers to drill

down through data and information help them to make

effective and efficient decisions. A good KM system

helps the process of quick and easy analysis of

information down to the lowest degree for employees

at any level and whenever they need it. Right business

decision making demands the information to be timely

and accurate. Lack of timely and accurate information

can result loss of business opportunities. Lastly,

accessing information should be user friendly and easy

enough so that the employees do not find any

difficulties in using the facilities. This requires

automated and user friendly tools [8]. Employee management . Providing responsive

employee management is another requirement for KM.

The organization should nurture its employees by

monitoring its employee training, skills, and benefits.

According to Ref. [31], an effective KM system in the

organization can motivate, reward, and align

employees in a better way. Being the internal

customers, employees require attention just as much as

a companys external business customers. A good KM

system can improve employee skills and job

opportunities, and thereby help improve employee job

satisfaction status of the organization. KM systems can

make the organization adaptive to changing

marketplace where continuous new skills are needed.

Identification of problems related to skill gaps and

providing possible solution are some other roles

performed by the KM systems [8]. Good KM system

can also help the management to establish goo

performance recognition and reward system.

4.4 Technological Infrastructure

Engagement of IT follows the development of the business requirements. The organization may choose to

develop a partnership with the IT organization. Before

that the organization has to define the role of IT in

developing the KM system. Many organizations take

the opportunity of utilizing IT for sharing and

integration of knowledge as IT make the acquisition,

storing, or dissemination of knowledge easier than ever

before [33]. With more advances in information

technology (IT) and communications the development,

storing, and transferring knowledge are becoming even

easier [4].

Both in academia and industry, the role of

technologies in KM has always been a contentious

topic. As a general perception, although technology

had been a driver in many of the KM projects in the late

1990s, recent organizational emphasis is on the process

and people as the critical KM success factors [34]. The

assistance of technology is important for established

KM initiative, but it is not the sole success factor [35].Ref. [36] finds the positive influence of IT resources

of a firm on its KM ability and performance. The study

empirically found that, (1) cross-unit KM capability is

enhanced by IT relatedness of a firms business units;

(2) KM capability is associated with superior firm

performance. Ref. [37] Postulate that technology is a

prerequisite but not all for successful KM.

Organizations, including universities and companies,


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use technology as a key success factor of KM. The role

of IT is not limited to merely storing and retrieving data.

The advancements in artificial intelligence and other

information processing techniques over the decades

lead IT to extend its role in the discovery of new

actionable knowledge [34].

The basic IT support for KM comes in two basic

approaches: codification and personalization [38]. The

codification approach codifies and store more explicit

and structured knowledge. People can share knowledge

from the common storage which can achieve economic

reuse of knowledge. An electronic knowledge

repository is an example of such IT tools [33]. The

codification is mainly aimed to provide organized,explicit, portable and easy to understand form of

knowledge accessible to those who need it [39]. On the

other hand, the personalization approach uses direct

and personal communications for sharing more tacit

and unstructured knowledge. IT facilitates the process

of locating communication among the people in order

to achieve complex knowledge transfer. Knowledge

expert directories and videoconferencing tools are

examples of such IT tools. For understanding the role

of IT in KM, both these KM approaches are

fundamental [33].

5. Implementation

There are six elements of the implementation of any

enterprise-wide KM system. First, a chief knowledge

officer should be given responsibility for the political,

strategic, and technical implementation of KM.

Someone already in the organization such as the Chief

Information Officer, Chief Technology Officer,Director, or manager with small- and medium-sized

enterprises can perform this responsibility. The

appointed individual should be ready to take risks and

to be self-starters [40]. They should have the

understanding about the knowledge requirement and

possible sources. They should have the entrepreneurial

ability to transform the organization. They also have to

deal with setting up the supportive culture in favour of

knowledge collaborations. According to Ref. [31],

using KM systems and document knowledge by the

knowledge workers is the prerequisite for the KM to

work. A reward system for sharing valuable knowledge

can improve the success of KM. Next, am

interconnection should be established among all

individual pockets of knowledge management residing

on intranets through hyperlinks and create a KM

infrastructure. Everyone should utilize this

infrastructure to implement a well-established set of

collaborative processes, which can convert knowledge

into usable information. This is how the enterprise KM

information can be kept healthy and current [31].

5.1 Establish a Chief Knowledge Officer (CKO)

There are some challenges in the implementation of

a knowledge management solution. Complete

integration of knowledge is the first one among them.

For the perfection of the KM system, a good

understanding of how to build, locate, and relate

knowledge is necessary. For this purpose the expertise

embedded within employees should be recorded. Firms

should make the knowledge and services accessible to

others throughout the organization. Next step is the

technical integration looking at the infrastructures

needed for the knowledge management system. Last

step relates to the ability to manage it centrally. For this

purpose the integration points should be identified

properly [31]. The positions are created in order to

handle this implementation challenges.

Information discovery and KM audit. KM audit is

used for information discovery, which is the first step

in developing a KM system. The activities of the CKOand the KAs will include identification of all sources of

information assets, locating all sources of knowledge

(i.e. staff experience, information on the company

intranet and e-mail systems), and establishment of the

knowledge foundations of the organizations core

competencies within the organization [41]. In order to

capture these sources of knowledge and information,

KM audits use questionnaires, surveys, interviews, and


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group discussions. The audits can reveal the available

map of knowledge and location of intellectual asset

[41]. Knowledge maps help to capture and disseminate

knowledge all over the organization. More specifically,

knowledge map identify where knowledge resides,

determine which knowledge should be shared with

whom, how, and why along with the built-in rewards

for knowledge creators and brokers [9]. This is how the

KM audit contributes to the process of developing the

knowledge-based strategies and also to achieve the

goal of the project.

Careful scrutiny of all knowledge and information

with respect to the organizational value is also a part of

the knowledge-based strategy. The ability oftransforming knowledge into information provides

value for the organization [42]. The combined effort

from the KA team and the stakeholders would identify

and dispose of content that does not have good source

of value for the organization. The sorted hot lists of

KM portals can provide more valued stored knowledge

available to others [31]. Most of the information is a

collection of rules and procedures as found by the

researcher in their investigations and collection process.

Knowledge workers perform the key part of the

information discovery process. A knowledge worker is

someone who designs or creates services within a firm

[27]. According to Laudon and Laudon knowledge

workers perform three key roles for the KM. Their role

can be considered as the means for maintaining

knowledge of customers and industry changes

continuously. As an example, they can improve a

firms competitive advantage by keeping up

information about technology changes and their use invarious organizations. Second, they act as consultants

to the management, who help them to cope with the

changing information and by showing the opportunities

in the changing marketplace. Third, knowledge

workers can be considered as change agents who

evaluate, initiate, and promote projects of change in the

organization.

The amount of information needed drives the need

for IT resources and determines the performance of the

KM system. To determine size and performance

characteristics of the KM system, the KA team and the

IT staffs need to work together. Ref. [10] argues for the

contribution of IT improvements in implementing KM

by providing necessary tools. The budget of the KM

project is also important consideration because the

resource costs, project schedule, volume of

requirements, and amount of information to be stored

should comply with the budget.

5.2 Organizational Culture

It is a general agreement that Successful KM

implementation demands nurturing aknowledge-friendly organizational culture. The culture

must allow the sharing, learning and creation of

knowledge in order to produce value adding

information for the business [9]. However, according

to Ref. [43] despite their ability to understand the

competitive necessity of KM implementation, a few

firms can understand the process of cultural changes. A

well-balanced KM system in a successful organization

can provide supports through rewards, incentives, and

compensations to encourage knowledge transfer [44].

One of the challenging problems of implementing

KM is to convince, coerce, and direct potential people

who can share their information [9]. CKO deals with

this problem for the purpose of change management,

which includes getting senior management

commitment, knowledge owners participation,

employees to use system, and technology support. Data

warehousing and data mining tools, document

collaboration systems, company intranets, electronicmail, desktop video conferencing, chat rooms, and

web-based software applications are the examples of

some of these technology supports.

In order to motivate employees to see KM as a

necessary business component, senior management

commitment is also important. A favourable

environment for knowledge activities can help the KM

system [45]. Environment can be brought in favour of


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information sharing by promoting employee creativity

and innovation by leveraging human capital [42].

Creating an atmosphere of trust, team spirit, and

learning climate for improving the productivity of

employees and experts can help this process.

Employees can be encouraged to equally share their

knowledge with other stakeholders. This is more

effective when recognition and reward are consistent

with their understanding of KM process and their

creativity and intuition at work.

A fair and equitable reward system can help the

knowledge sharing behavior [46]. This reward system

can become a reflection of expectations to knowledge

employee and the benefits of knowledge sharing.Without the reward system, the employees may choose

to share a small portion of their knowledge. It is also

good to show the employees that knowledge sharing

and open communication can bring recognition to the

knowledgeable employee [8]. Different motivators

such as bonuses, percentage of company profits, peer

recognition, special titles, and challenging assignments

can be included in the reward system to influence them

positively toward knowledge sharing.

After the KM system is built, employees must utilize

it in a proper way. For performing their job, they can

get an easy access to necessary information when the

KM system of integrated customer networks and

databases are available to them [8]. However, if people

are reluctant to share their information, the system will

not work. This problem can be solved by a favorable

organizational culture. They should be made aware that

KM can also improve the personal knowledge and

professional careers of the employees. Formation ofcommunity teams that identify, gather, and share new

knowledge assets is another option for that. These

individual can foster the whole process if the

ownership and control over their knowledge is given.

Further support is possible if the environment

stimulates the sharing process. It is important to note

that more information does not necessarily mean more

knowledge [8]. Hence, information overload is another

thing that should be avoided in the KM systems. KM

systems should be oriented toward only pertinent

information and easy and quick access according to

necessity.

Technology consideration comes after the

identification of the knowledge management services.

IT can act as an enabler in the whole process.

According to [31] the infrastructure requirement

should be measured against the requirement of the KM

system to avoid unnecessary costs and increases in the

project schedule. It is better to find out the best fits

including functional fit, technical fit, cost, and cultural

fit [46]. These fits are actually the analysis how the

technology would support the changes in the business.Functional fit is related to business function changes,

like moving to web-based billing statements. Technical

fit relates to integration with current systems and data,

like the case of deploying a data warehouse database on

the current back office environment. Cultural fit is the

most important and related to the openness for

knowledge sharing. Lastly, cost can define the limit of

the accomplishments of the KM project. According to

[42], electronic mail, chat rooms and web sites are

good communications tools for information

collaboration although limited in terms of access and

storage capability for a growing KM system.

According to [46], the role of technology in collecting

and coding knowledge for distribution is possible to

ensure by having a strong IT framework. Thus, to

support business needs across the enterprise, there is no

alternative to a robust and dynamic infrastructure.

5.3 KM Infrastructure

After defining business requirements locating

information, it is time to engage IT resources to help

build the KM infrastructure. There are four

components of a KM infrastructure: a data warehouse,

content management, collaboration, and access tools.

The process of the KM systems to capture, share, and

find information efficiently throughout the corporate

enterprise systems is facilitated by the infrastructure


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[31]. Ref. [27] postulates that the support from the

KM systems comes in the form of discovering and

codifying knowledge, sharing knowledge, and

distributing knowledge, as well as in the form of

creating new knowledge and integrating it into the

organization. Often the infrastructure is standardized in

different organizations in order to facilitate knowledge

sharing across organizations. As Ref. [32] argues,

exchanging important business documents is simpler

and faster if standardized document formats are used

[32].

Data warehouse . No matter where they are located,

standardized databases allow exchange of data among

the employees and stakeholders across the firm. Datawarehousing is a process extracting captured data and

organizing them in a meaningful way for the business

[47]. Current and historical information found from

different human and automated sources in the

organization are extracted by KAs and stored in a

database. Query and reporting tools are used by the

data warehouse for extracting this information. Data

mining can provide a centralized place to find analysis

and report. Dada mining uses variety of tools in order

to find out hidden information from various sources

[27]. This process may use either or both of qualitative

and quantitative analyses to determine trends and the

outcome can be used to understand the patterns and the

future possibilities. This process involves the transfer

of operational data to the warehouse (i.e., data

extraction, cleansing, transformation, loading, and

administration) and management of the warehouse for

multi-user database applications [47].

Content management . Content managementinvolves with maintaining documents. The tools of

content management allow users to create, publish,

search, and manage information easily [31-47].

Web-based applications are used to integrate sources of

information together for access to a variety of corporate

databases, directories, documents, and processes.

These tools also work for improving access by the

web-based application. The selection, preparation, and

interpretation of the contents of large databases are

other aspects of the content management which helps

to identify novel and valuable patterns in the data [27].

The KAs use content management as part of their

system maintenance.

Collaboration . Customer feedbacks and best

practices are possible to share by using collaborative

tools [32] for supporting the sharing and reuse of

information, the goal of collaboration is to create a

basic, collaborative knowledge management system

[31]. A growing number of capabilities covering

individual, team, departmental and enterprise

productivity can help the organization to collaborate.

More specifically, the capabilities include electronicmail, discussion sessions, shared devices, group

calendars, and schedules [47]. Knowledge seekers can

use them to acquire information from experts. To allow

searchers to identify the best information sources from

others using these collaborative activities,

collaboration applications also use profiling tools [47].

Portals and access . A portal can provide the access

to the collaborative knowledge through a web interface

into a company database or data warehouse. Enterprise

information portals (EIP), advanced searching tools,

and web-based query can be the components of a portal

[48]. Decision making and the productivity of users are

improved by EIPs as it provides an easy and

user-friendly graphical interface. It can provide access

to data, classification and searching of data, and

document collaboration. Enterprise information portal

is defined by Ref. [27] as an application working as a

gateway to the sources of information. Cost-effective

methods of tiny programs called artificial agents areused in these portals. These agents can find and

organize the information like the employees [49]. They

can extend our intellectual capabilities and help faster

information finding. Often portals can be customized to

the user to provide valuable information on marketing,

customers, and products. Their use can also provide

some degree of competitive advantage to the

organization. For instance, quick access to information


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on what customers need can sometimes initiate the new

product development [49]. This is how knowledge can

contribute to innovations, creativity, and increased

profits.

5.4 Establish Collaborative Processes

The process for sharing information should be

established carefully. Without guidance the automated

tools cannot provide good help. [32] stated that the

integration of both people and technology is a feature

of a good KM process. Employees would use the KM

facilities if they can access the information in a timely

manner to support decision-making [32]. The company

intranet is a good source for knowledge. An example ofa source of information on human expertise is a simple

and easily accessible directory. Developing good

repositories to provide easy access to organizational

expertise needs looking at what user requirement and

their way of searching [41]. Another process may

increase value through reuse of information, which

involves reusing same information in similar situation.

It also allows for avoiding repeated mistakes.

Ref. [42] identified knowledge to exist already in

organizations and its easy extraction by sharing best

practices. Users experiences and knowledge are stored

in repositories using appropriate technology. However,

some knowledge is not understandable to others

without transcription into information. This strategy

would help firms to manage the contained knowledge

within its individual members.

Knowledge communities can be established among

the employees who possess knowledge and wish to

share their ideas. These communities can contribute toknowledge innovation using the employees own

creativity and innovation complying with the

organizational requirements and then turn that into

valuable products and services. KM collaboration can

also improve product design [31]. Highly integrated

and professional teams with a single focus and goal,

and keen insight from various areas can bring best

products and services to the market. It also brings keen

insight from various areas to produce faster results.

5.5 Managing Knowledge Inventories

The interaction between the users and the knowledge

database is important. If the interaction is not proper,

and they do not use it properly, then all is wasted. The

KM system must be able to create value from using and

reusing of the information and capture insight from

various relationships among various information

elements [47]. A detail and proactive manner of

managing and organizing the repositories is a feature of

responsible companies [47]. Ref. [47] further

illustrates that poorly organized, over-populated, or

obsolete information result in reducing the use of therepository. Hence, a constant care of the knowledge

management repositories is necessary for the success.

Based on regular analysis of customer usage and

identify trends, the CKO and KAs should regularly

review and manage content to make sure that the

information is current. This process can help the KM

system to meet the company needs. [31] Emphasized

the necessity of removing unused or useless documents

or other information from the knowledge management

information base. Failure to do this may clog up the

knowledge database as an unreliable one with useless

information. This process can make sure the database

to be current, useful, clean, and cost-effective.

Considering these facts, it is necessary to establish

policies and guidelines for maintaining KM

information. The policies and guidelines should

include the determination of what to keep, devising the

organization process, and deciding how long to keep

them. The focus of the KM process here is on thedocument content, not the physical document [47].

This demonstrates a lifecycle consisting of following

stages: acquiring (capturing, buying, generating),

organizing (classifying, indexing, mapping), retrieving

(searching, accessing), distributing (sharing, moving),

and maintaining (pruning, growing, nourishing) the

contents of the repository [47]. Ref. [41] also

emphasizes filtering unnecessary information, along


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