A Literature Review - International Journal of Advanced Computer ...

International Journal of Advanced Computer Technology (IJACT)achievement of corporate goals, meeting performance targetsand implementation of business-wide strategies in support ofthose objectives. Yu [109]Community is the most significant differentiator betweenknowledge management and information management. Thespirit of knowledge management may be defined as knowingindividually what we know collectively and applying it, knowingcollectively what we know individually and applying it,and knowing what we don‟t know and learning it. Havens &Knapp [110]Knowledge management is about supporting innovation, thegeneration of new ideas and the exploitation of the organization‟sthinking power. Knowledge management also includescapturing insight and experience to make them available anduseable when, where and by whom it is required. Parlby &Taylor [111]Knowledge Management is a business process that formalizesmanagement and leverage of a firm‟s intellectual assets.Knowledge Management is an enterprise discipline that promotesa collaborative and integrative approach to the creation,capture, organization, access and use of information assets, includingthe tacit, uncaptured knowledge of people. Harris[112]The author defines knowledge management as a well planned,structured approach to manage the creation, dissemination,sharing, harvesting, leveraging of knowledge as an organizationalasset, to enhance a company‟s ability, speed and effectivenessin delivering products or services for the benefit ofclients and organization both, in line with its business strategy.Knowledge management takes place on four levels, namelythe individual level, team level group level and organizationallevel.Knowledge management deals with the management of bothtacit and explicit knowledge, where tacit knowledge is mostprobably the area of greatest leverage. It is a complete solutionincorporating a variety of outlooks or perspectives, namelypeople, processes, culture and technology perspectives. KnowledgeManagement gives equal weightage to various perspectiveswhile managing knowledge. The Knowledge Managementprocess includes formal procedures to collect informationsuch as lessons learned during a project‟s execution andthe best practices occurring throughout the organization, a wellestablished infrastructure, networks for transferring knowledgebetween employees, and tools to facilitate the process.The Knowledge Management ArchitectureIn the literature on knowledge management, four componentsof knowledge management architecture have been described[114], [115], and [116].The analysis plans and actions areISSN:2319-7900usually formulated in terms of the four basic operations onknowledge that can be found in organizations: development,distribution, consolidation and combination. These four basicknowledge processes are described as follows:-Developing knowledge: Companies survive by the continuousdevelopment of new knowledge based on creative ideas, theanalysis of failures, daily experiences and work in R&D departments.Corporate memories can support these processesby, for instance, recording failures and successes.Consolidating knowledge: Knowledge must be safeguardedagainst lost due to different causes (e.g. people retiring, documentsthat cannot be accessed any more, etc.). Consolidationcould be supported by, for instance, corporate memories,knowledge transfer programmes, etc.The knowledge, thusstored, must be available at the right time and place.Distributing Knowledge: Knowledge must be actively distributedto those who can make use of it. The turnaround speedof knowledge is becoming crucial for the competitiveness ofcompanies. To support this process, corporate memories needa facility for deciding who should be informed about a particularnew piece of knowledge. Actions to improve knowledgedistribution include the installation of help desks and the useof intranets.Combining Available Knowledge: A company can only performat its best if all available knowledge areas are combinedin its new products. If an organization is unable to combine theknowledge available, it will miss opportunities and eventuallylose market share. Products and services are increasingly beingdeveloped by multi-disciplinary teams. Corporate memoriesmay facilitate this by making it easier to access knowledge developedin other parts of the organization.Knowledge Management Benefits [124]In this section we would like to elaborate KM benefits in multinationalcorporations or organizations. In this knowledgebased economy, organizations increasingly have to deal withissues like products and processes complexity, increased relevantknowledge base both technical and non-technical, shorterproduct life cycles, increased focus on the core competencies,etc. KM can facilitate organizations to encounter various issuesrelated to the emergence of the knowledge-based economy(Anantatmula & Kanungo [121]; Beijerse [65]). The numerousbenefits can be achieved through implementing KM.Many authors have investigated the potential benefits of usingKM in the organizations as per the literature survey which aregiven below:-INTERNATIONAL JOURNAL OF ADVANCE COMPUTER TECHNOLOGY | VOLUME 2, NUMBER 3,• Best decision making( Singh et.al.[116], Dalkir[117],Chase [118])• Smoother collaboration (Singh et.al.[116], Dalkir[117])• Enhanced learning (Dalkir[117])14