Classification of KM tools

Although KM tools may not be specific to computer-based tools, their emphasis is generally placed on them due to their dynamic capabilities and massive impacts. KM tools hence can be referred to as an integrated system of hardware and software to support knowledge activities, such as knowledge generation, codification or transfer, for better performance in managing organisational knowledge (Ruggles, 1997). Many studies have already been undertaken with regard to evaluation and classification of KM tools (Ruggles,

C hapter 3 - Organisational a n d technological support

1997; Angus et a l, 1998; Wensley, 2000; Jackson, 2001). The classifieation will help to identify tools that ean satisfy the requirements of the KM process. However, Liao (2003) argued that classifying KM tools is not a straightforward task as they are used to serve different problem domains and developed from diverse technological viewpoints. Generally, two main aspects are likely to be adopted to classify KM tools: the processes o f

KM and the types o f technology.

The processes o f KM

As knowledge are multidimensional and are not the same thing as data or information, it ean be said that the use of KM tools is not to manage knowledge itself but to facilitate knowledge processes. With this aspect, knowledge processes are grouped into major areas of KM activities, and implementation of appropriate tools can facilitate such KM activities. Many research attempts have tried to match a broad range of KM tools to KM activities. Alavi and Leidner (2001) suggested that four basic knowledge processes can be facilitated:

knowledge creation, knowledge storage/retrieval, knowledge transfer, and knowledge application. Angus et a l (1998) proposed a classification model in which four KM

activities were identified: gathering, organising, refining and disseminating', and associated features o f the tools required for each activity were provided as well. Jackson (1999) classified various types of software into the five categories of gathering, storage,

communication, dissemination and synthesis (Figure 3.1a). Tiwana (2002) suggested a

more simple model by dividing KM process into three fundamental stages of acquisition,

sharing and utilisation, and a group of typical support tools was suggested for each stage

(Figure 3.1b). However, even with modem technologies, most of the currently available tools tend to facilitate knowledge sharing, but offer less assistance for knowledge acquisition and knowledge utilisation. However, since most of the research which has been done on KM activities was conducted by academics, the link between KM activities and specific KM tools is rather weak and description of these relationships was less well elaborated.

Chapter 3 - Organisational an d technological support

Figure 3.1: KM activities and IT-based support tools

Synthesis A n a l y s i s C r e a t i o n C o n t e x t u a l i s a t i o n / Communication Dissemination P u s h P u b l i s h i n g N o t i f i c a t i o n S h a r i n g C o l l a b o r a t i o n G r o u p d i s c u s s i o n Gathenng Storage P u l l S e a r c h i n g D a t a e n t r y / O C R F ilte rin g L i n k i n g I n d e x i n g D a t a b a s e s C a p t u r e T o o l C o m m u n i c a t i o n s N e t w / o r k s Acquisition Sharing Basic KM Technology Utilisation C o l l a b o r a t i o n T o o l s a) Jackson (1999) b) Tiwana (2002)

The types o f technology

Based on the fact that any specific type of technology can be deployed within different KM activities and conversely any specific activity can make use of different types of technology, this aspect highlights KM tools by focusing on their designed functions or the types of technology. The following categories of technology, such as intranets, content

management systems, document management systems, database management systems, search and indexing systems, expert systems, are most frequently considered within KM

system.

Jackson (1999) examined software and technology tools for knowledge management and this resulted in the following categories of tools:

• document management systems: the use of software to collect, store, and distribute the codified knowledge contained in a company. A company’s information can be better organised with structured approaches, and some advanced features, such as version control, authentication, and translation, are included in these systems.

• information management: software that helps to manage information on tangible

and intangible assets, as well as business processes. They can fill many needs within a company and provide an infrastructure that is needed for higher level software systems. Basically, these tools are positioned horizontally within a company.

Chapter 3 - Organisational an d technological support

• searching and indexing: a more critical function. Due to the exponential growth of information, searching and indexing is required to locate information easily and reliably.

• expert systems: intelligent analysis software for business information. Based on the field of artificial intelligence, they attempt to make use of vast quantities of data and information by simulating human decision making.

• communications and collaboration: sofiware tools facilitating the flow of tacit information. A large amount of knowledge, embedded within individuals’ heads, business processes, relationships between people, and organisational culture, can be reinforced and advanced through communications and collaboration.

Another comprehensible list of KM tools was proposed by Alberghini et al. (2010). Based on the most commonly used set of tools and technologies available, the list describes distinct categories of technologies which help and support KM process:

• infrastructure: tools that enable people to access knowledge whenever and wherever they need;

• storage, and data organising: tools that manage and assure the accessibility and availability of stored information;

• gathering and discovering: tools that enable people to find, select, and acquire information they need;

• knowledge organising: tools that support the organising process of knowledge, classification and mapping;

• collaboration: tools that satisfy the requirement of sharing information and knowledge, as well as working together;

• ' knowledge worker support: tools that support business process and human centric processes; and

• specific application: tools used for supporting specific business functions, for example, human resources, procurements and customer relationship.

However, as knowledge management is characterised by a mixture of experience and contextual environment, it can be noted that KM tools cannot be used effectively without supportive procedures and an understanding of the context in which they run. The possibility of success of KM initiatives somewhat depends on the concordance between

C hapter 3 - Organisational and technological support

together when designing a technology platform (Figure 3.2). Thus, it is essential to take knowledge and its context into account in the development process of KM tools (Tyndale, 2002; Idao, 2003).

In practical terms, companies usually already possess various types of IT-based tools, and to some extent they are likely to facilitate the KM process. However companies often do not recognise their supportive contribution (Rodriguez-Elias et a l, 2008) because they were initially developed for other purposes, such as enhancing business processes or decision making. Leveraging existing infrastructure and making appropriate judgments about the availability of existing tools and the provision of additional tools are likely to reduce the risks of KM initiatives.

Figure 3.2: The cloud of KM supportive tools

C a p t u r e / G e n e r a t i o n / G a t h e r i n g / A b s o r p t i o n / A s s i m i l a t i o n I n t e r p r e t a t i o n / F i l t e r i n g / C o d i f i c a t i o n / C a t e g o r i s a t i o n / A m a l g a m a t i o n Creation Organisation Knowledge Management P r o c e s s / C h a n g e / R e v i s e / A m e n d m e n t / R e v i e w P u b l i s h i n g / F a c e - t o - f a c e / D i s s e m i n a t i o n / T r a n s m i s s i o n Application Distribution KM activities Cloud o f KM tools t Electronic ■ Publishing

W eb Portal: Push Tech. Intranets

Workflow , Groupwar^

jsin ess Process, le-en gin eerin '^

Knowledge Creation Data

W arehouse'

Agents Data Minini DBMS Information Retrieval Content lanagem eni Docum ent ^anagem enl Help-Desk CRM

Source: Adapted from Tyndale (2002)

Chapter 3 - Organisational an d technological support