Establishing a knowledge-based organisation

Abstract

Purpose Studies on knowledge management (KM) and its effect on organisational innovation and firm performance have been carried out and subsequently proven. However, the consequence is that KM programmes did not achieve the expected results that they were designed for. Considering the issue mentioned above, a KM shortfall and its underlying challenges seem to exist. The purpose of this study is to assess the current practices of KM, lesson learnt and KM challenges in Malaysian organisations from various types of industries. Design/methodology/approach The study was conducted with information gathered through a focus group of managers with different hierarchical levels, different types of companies, from multinational corporations to state organisations. This inductive approach was adopted to gain a grounded, rich, local and lived understanding of the process based on the case studies of eight Malaysian organisations that represent the major industries in the Malaysian economic sectors. Additionally, the information gathered was further supported with secondary data that consisted of a case study report of the eight organisations on their KM programmes’ implementation. Findings The overall results showed that the practice of KM in Malaysian organisations typically displays the following two challenges: (1) process and infrastructure issues and (2) cultural issues. Organisational culture remains the main obstacles faced by most of the organisations in adopting KM. As a lesson learnt, managers should also focus on the after-effect of KM programmes on soft human issues such as employees’ satisfaction and well-being. Research limitations/implications The authors believe that further research is required considering KM challenges and employee satisfaction or well-being to improve KM performance among different groups of employees through such methods as research survey. Practical implications The findings can act as a guideline for any organisations to address when adopting KM. Identification of the KM challenges provides the basis for organisations to attach considerable importance to employees’ satisfaction and well-being to enhance the chances of successful KM programmes. Managers should take a proactive approach in creating an appropriate atmosphere to cultivate KM culture among employees. Originality/value This study offers not only challenges in implementing and sustaining an effective KM system within organisations but also promotes moving the KM literature to the next stage where there is a lack of concern on KM implementation effect on “soft” human issues from the perspectives of employees. This is due to organisations tend to eradicate people’s performance in terms of employee well-being and satisfaction and to the author’s knowledge, this has been largely unexplored in previous research.

A framework for knowledge retention to support business continuity in the cross-border mergers of the telecommunications industry in Lesotho

“…Culture is often identified as one of the determining success factors of knowledge retention. Dube and Ngulube (2012) and Mat Nor et al (2020) describe organisational culture as the common assumption espoused by the organisation and this assumption may be visibly and invisibly. In the context of the organisation, culture occurs if there is adequate communal history.…”

“…Furthermore, Dei and Van der Walt (2020) opine that it is essential for organisations to shift their attention to KR practices and strategies, as well as channelling their knowledge with the sole purpose of exploiting their intellectual capital. Knowledge retention practices are normally referred to as those actions performed that are meant to augment the internal flow of knowledge within the organisation (Mavodza and Ngulube, 2011; Tseole, 2016; Manamela, 2018; Mat Nor et al , 2020).…”

Knowledge Management Factors and Its Impact on Organizational Performance: A Systematic Literature Review

“…Information technology supports and improves knowledge sharing between people in an organization and becomes a powerful enabler in implementing KM [40]. Information technology supports KM to retain, recall, and utilize knowledge by people [33].…”

“…KM strategy is needed in allocating resources in KM implementation and contributes to the failure of KM implementation [40]. KM strategy is important that leads to effective KM [7].…”

Designing Knowledge Sharing System for Statistical Activities in BPS—Statistics Indonesia

“…The KSS design also should get commitment and support from the organization's leadership to support the KSS implementation in statistical activities. Moreover, further research can focus on change management when BPS starts the implementation of KM processes since Mat Nor et al [22] reminded the importance of change management after performing SSM. Lack of change management affects the various individual assumption based on people's knowledge [23] that may occur in BPS.…”