Implementation Of Knowledge Management System Research Articles

Dynamic Capabilities and Competitive Advantage of Deposit Taking Savings and Credit Cooperative Societies in Nairobi City County, Kenya

Despite providing financial support and access to over 48% of the adult population and 82% of small enterprises in Kenya, Deposit Taking Savings and Credit Cooperatives faced intense competition from other financial institutions, leading to reduced competitiveness. The general objective of the study was to investigate the effect of dynamic capabilities on the competitive advantage of Deposit Taking Savings and Credit Cooperatives in Nairobi City County, Kenya. The specific objectives were to explore the effect of marketing capability, knowledge management capability, technological innovation capability, financial management capability on the competitive advantage of Deposit Taking Savings and Credit Cooperatives in Nairobi City County, Kenya. The study was grounded in Marketing Mix Theory, Knowledge-Based Theory, Technology Acceptance Theory, Resource-Based Theory, Dynamic Capabilities Theory, and Competitive Advantage Theory. It employed a descriptive research design, with a target population of 47 Deposit Taking Savings and Credit Cooperatives operating in Nairobi City County. The units of observation included 384 top and middle-level management staff in key departments. The study used a stratefied random sampling for sampling, involving all 47 Deposit Taking Savings and Credit Cooperatives in Nairobi. Additionally, a sample of 196 top and middle management staff was selected using the Yamane Formula. A structured survey tool was utilized for gathering data. Secondary data on competitive advantage was sourced from published articles, referred journals, and other relevant materials. The data gathered included both quantitative and qualitative elements, analyzed descriptively and inferentially, with averages, frequencies, and percentages serving as useful metrics. Qualitative data was analyzed using content analysis and presented in narrative form. The relationships between variables were examined through regression analysis, with tables used to summarize responses. The study analyzed the response rate to understand the participation and engagement level of 196 respondents in a sample of Deposit Taking SACCOs, consisting of 55 senior managers and 141 middle-level managers. The overall response rate was 94.4%, with senior managers returning 90.9% of questionnaires and middle-level managers returning 95.7%. The regression analysis showed that marketing capability, knowledge management capability, technological innovation capability, and financial management capability had a significant positive impact on the competitive advantage of Deposit Taking SACCOs in Nairobi City County. These capabilities contributed to competitive advantage through various factors, such as market expansion, communication efficiency, and financial stability. Recommendations for SACCOs included developing strong marketing strategies, implementing knowledge management systems, investing in robust technology, and enhancing financial management practices. Suggestions for future studies encouraged further exploration of dynamic capabilities and competitive advantages in SACCOs, as well as other financial institutions in Kenya.

Understanding of the concept of knowledge management for knowledge management system implementation in two mobile telecommunication companies in Namibia

This study investigates the understanding of knowledge management (KM) for knowledge management systems (KMS) implementation for efficient KM practice in two mobile telecommunications (MT) companies in Namibia. Using a mixed-methods approach, the study employed convergent parallel design via parallel sampling techniques to gather insights. Three hundred and twenty-nine questionnaires were disseminated via online surveys using simple random sampling from 1,584 employees. The questionnaires returned were then accepted based on the comprehension of KM concepts for KMS implementation to introduce KM practice. Quantitative data was subjected to descriptive analysis using SPSS. Qualitative data underwent thematic analysis using Atlas TI. The findings of this study show that Namibia's two MT companies stand to gain significant advantages by implementing KM practices based on their understanding and implementation of KM. By enhancing their KM capabilities, these companies can leverage this organisational knowledge (OK) to drive innovation and adequately meet the demands of a fiercely competitive, knowledge-based society (KBS). This article is of significant value to KM scholars, professionals, decision-makers, and policymakers as an introductory guide to the comprehension of KM for KMS and how they can facilitate effective KM practices within Namibia.

SOCIAL CAPITAL IN KNOWLEDGE MANAGEMENT SYSTEMS FOR THE CREATIVE INDUSTRY SECTOR

The primary aim of this scholarly article is to examine the significance of social capital within the context of knowledge management systems (KMS) in the creative industry literature. The research adopts a comprehensive approach by employing both conceptual and literature analysis and empirical quantitative and qualitative investigations for validation purposes. According to existing literature, KMS is an essential organizational process and tool for acquiring, converting, applying, and safeguarding knowledge from internal and external sources, facilitating its utilization, development, and effective management.
 The findings of this study reveal that specific organizations acquire knowledge primarily through internal research and development (R&D) processes. However, in contrast, the creative industry heavily relies on knowledge stemming from social capital, including the social environment and community interactions. This social capital plays a pivotal role in providing the necessary knowledge required for the existence of the creative industry and its ability to generate innovative products that reflect the prevailing social context within which it operates. To analyze and classify prior research on the role of social capital for KMS in the creative industry, this study utilizes a meta-analysis as a robust analytical tool, building upon earlier works that have served as foundational pieces for this investigation.
 Previous research in the creative industry has demonstrated that knowledge acquisition within this domain results from a synergistic interplay between tacit knowledge and explicit knowledge obtained through diverse creative classes conducted within the industry. As a renewable resource-driven sector, the creative industry capitalizes on creativity, skill, and talent as valuable assets that can be leveraged for wealth generation, not only for significant enterprises but also for micro, small, and medium economies (UMKM), often orchestrated by local communities. This endeavor aims to stimulate employment opportunities by strategically exploiting intellectual property. Consequently, the creative industry can be regarded as a knowledge-based sector, necessitating the adept implementation of Knowledge Management Systems (KMS) in its operational framework.

Proposed Knowledge Management Strategy by Leveraging Current Technology to Increase Productivity Operation in PT. Trimata Benua

As coal industries is still attractive in the world, and a significant contributor for energy production which account approximately 37% for electricity generation. This type of fossil fuel is still being used by many countries despite it negative side effect to environment for example a greenhouse gas emission. Coal attractiveness is due to the fact that it is cheaper compared to other fossil fuel, resulting coal industries is still growing and predicted for many years to come. In Asia Pacific there are many countries dubbed as largest producers of coal, with China, India, and Indonesia being on the top three countries in Asia Pacific. With expected growth of 3.5% on yearly basis this makes Asia Pacific a significant contributor of the worlds coal industry. With that as well Asia Pacific contributes around 52% of the worlds carbon emissions in year 2020. Indonesia as the third largest coal producers, have approximately 8.9% growth in 2021. With projected coal production of 2.6% Year on Year. PT. Trimata Benua is one of the key players in Indonesia’s coal production. However, the company experience lack of productivity in operations, causing their production target missed. Is the absence of knowledge management system in the company causing that issue to arise. With that the company need to roll out and plan effective and structured knowledge management system to address their business issue. This research is based on three research questions. First one what is the best fit knowledge management strategy, second is to identify issues in operations, and the last one is to have suggestion for the company on the implementation plan based on their needs. This research will answer those research questions by referencing to the knowledge management theories on the People, Process, and Technology (PPT) as well as adopting Nonaka’s SECI model in knowledge transformation cycle and Jann model knowledge management framework (Jann). Since this research is the first stage of implementing knowledge management system, it will be a qualitative method used with data collection gathered through interviews. Data will be analyse using thematic analysis. There are several issues identified in relation of People, Process, and Technology. Ranging of the lack of professionalism, incomplete SOP, awareness and training program, and the minimum technology that is supporting operation team causing the inability of easy access to knowledge. By applying and utilize PPT, SECI, and as well as Jann framework, author manage to compile and design knowledge management system that is best fit for the company. Identifying the challenges, addressing capability gaps on the organization as well as identification of organization critical knowledge to achieve the objectives of implementation. This will be compiled into a plan in designing knowledge management system. With the implementation of the system, it will result enhancement for operation team to increase their productivity, enhance decision-making process that will benefit the company in the future and raised their competitiveness with their competitors. The implementation plan will begin in February 2024, and it will cover three enablers of KM people, process, and technology. Strengthen the implementation the organization will also create KM steering committee that will oversee, review, and manages the initiatives. The committee will also do the evaluation on the system in making sure that it is stay updated, measuring the impact, and identify necessary changes.

Towards a knowledge management system for the strengthening of coffee production: A case study in the Panama Canal Basin, Panamá Oeste province

In today’s context, information and knowledge have emerged as key factors in various production processes and have become a newly discovered asset. One of these production processes is the coffee harvest. This paper presents the results of the first phase of research on the implementation of a technological knowledge management system in the coffee sector. During this initial phase, data was collected through a survey of coffee growers in the Cirigrande district, a member of CUENCAFE Acacpa, located in the province of Panamá Oeste, Panama. Several findings emerged from this survey: 84% of coffee growers are between the ages of 22 and 42, they have the ability to use digital tools, and 100% are willing to share their knowledge. In addition, to determine the internal consistency of the survey used, the Cronbach’s coefficient α was calculated, which yielded a favorable value of 0.85. In addition, Pearson’s correlation coefficient r was calculated to validate the relationship between the questionnaires. In summary, the 16-cell matrix analysis concluded that although coffee growers lack the technological means to manage knowledge, they do have rudimentary governance processes and they consider the presence of a knowledge management system to be potentially beneficial and a competitive advantage in strengthening the production of Robusta coffee (Coffea canephora).

Tools of information and communication technologies in the knowledge management system

This article considers the knowledge management system as an element of the overall management system of the organization along with the processes of corporate culture and corporate education. The implementation of knowledge management system provides an increase in competitiveness, has a favorable effect on the intellectual potential of the organization, human resource management and innovations’ development. The means of information and communication technologies in the knowledge management system, in corporate training and in corporate culture are considered, and the connection between them is outlined. The use of Intranet and Extranet systems in the context of the collection, storage and use of organizational knowledge is analyzed. Corporate training issues from the point of view of increasing the operational efficiency of organizations are touched upon. Trends in the development of corporate culture are outlined, where a special role is played by the formation of a favorable environment for the knowledge transfer. The functioning of corporate education and corporate culture, in the aggregate, can increase the implementation effectiveness of knowledge management system.

Knowledge Management System Adoption Approach and the Critical Success Factors in Small Medium Enterprise: A Systematic Literature Review

Knowledge is a substantial factor in an organization; therefore, the successful implementation of Knowledge Management (KM) or Knowledge Management System (KMS) is important for many organizations. This applies both for large companies and for companies categorized as Small Medium Enterprise (SME). How each company finds a solution to deal with KM problems, how to adopt KMS in its company structure, and what critical success factors (CSF) must be highlighted to implement those KMS often vary depending on the size of the organization. Regarding this issue, this study aims to find out how the adoption approach and CSF are used in the implementation of KM / KMS in SME. However, this study can also improve the state-of-the-art for KM / KMS implementation in SME and the important CSF in implementing it. In this review of the literature, a systematic review was performed with the steps as follows: (1) structure the research question, (2) define inclusion-exclusion criteria, (3) evaluation of paper quality, and (4) data extraction. The study found that in the last 5 years from the time when this research is conducted, TABLE 1 which is from 2016 to 2021, SME has been using many methods like training, meeting, sharing session, repository, and research as part of their KM / KMS adoption approach. We found also in the last 5 years that the CSF for implementing KM / KMS in SME is as follows: organization structure and flexibility, organization culture towards KM adoption, the quality of the knowledge, and communication within and across areas in the organization. communication within and across areas of the organization, and the team works within and across areas of the organization. SMEs can use this research as a guide to implement KM / KMS in their organization.

The Impact of Knowledge Hiding on Entrepreneurial Orientation: The Mediating Role of Factual Autonomy

Knowledge plays a pivotal role as a strategic asset for organizations that aim to improve and sustain competitive advantage. Despite the implementation of knowledge management systems to promote knowledge sharing, many employees exhibit knowledge-hiding behavior, deliberately withholding crucial information in the workplace. In this context, the current study aims to investigate the impact of knowledge-hiding behavior on entrepreneurial orientation (EO) within organizations. Specifically, we seek to explore how knowledge hiding influences employees’ inclination towards entrepreneurial behaviors such as innovation, risk-taking, and proactiveness. By examining the potential negative effects of knowledge hiding on entrepreneurial behaviors, we aim to identify barriers to innovation and risk taking in organizations. Furthermore, we examine the mediating role of factual autonomy in the relationship between knowledge hiding and entrepreneurial orientation. Understanding the mediating role of factual autonomy can provide valuable insights into the mechanisms through which knowledge hiding impacts entrepreneurial behavior. Additionally, we aimed to investigate the impact of knowledge hiding on organizational-level outcomes, specifically entrepreneurial orientation, and job autonomy. To investigate this phenomenon, we conducted a cross-sectional multilevel study involving 214 employees from 16 different companies in the Romanian business sector, including telecom, banking, retail, services, and IT&C. Our findings reveal that knowledge hiding has a significant impact on job autonomy and entrepreneurial orientation. The proposed model accounted for 45.9% of the variance in entrepreneurial orientation and 37.7% of the variance in job autonomy. These results have important implications for both theory and practice, highlighting the need for further exploration into how knowledge hiding impacts different aspects of organizational work design. The present examination serves as a valuable research platform for understanding the multidimensional irregularities within organizations and highlights the importance of addressing knowledge hiding behavior to foster a culture of innovation and risk-taking in organizations.

The Implementation of Knowledge Management System as the Basis for Public Services and Public Information in the Village Service Unit

The current technological development is progressing rapidly. However, the implementation of this technological advancement is still not optimally applied in all areas, especially in rural areas. Therefore, the application of Knowledge Management System (KMS) is necessary. According to Law Number 6 of 2014 concerning villages, in section 3 of the Village Law, Article 86 on the village information system and rural area development, it is stated in the first point that villages have the right to access information through the village information system developed by the local government of the district/city. Currently, the problems that occur in villages are the lack of maximum service and information, the scarcity of village officials in managing computerized data, and the lack of systematic archiving. By implementing KMS, it can be a solution for public services and information, as well as data processing and correspondence in the village, so that the community will receive excellent services from the village government.

Knowledge Management Implementation to Improve Performance in Testing and Subsea Division at Big Red Company

The approaching retirement of experienced petroleum engineers and technical staff, which threatens to result in the loss of a significant quantity of cumulative knowledge and expertise, is one of the major challenges facing the industry. Within the next ten years, it is predicted that approximately 231,000 years of collective knowledge will be on the line. To overcome this difficulty, knowledge management has emerged as a major method. This research investigates the strategies, tools, and processes implemented to successfully capture, organize, and share knowledge across the organization through a thorough analysis of the KM initiatives undertaken by Big Red Company. With a focus on their effective application by national and international oil companies in Indonesia, it also examines the results and impacts of these KM practices on the company's performance and competitiveness in both local and global contexts. Considering these circumstances, the company needs to improve the knowledge management system for managing knowledge, which is through the implementation of a Knowledge Management (KM) system. In doing this, the research is based on two research questions. The first is how is the current Knowledge Management maturity level in the Big Red Company Operation Division, specifically in the Testing and Subsea, and the second is What is the knowledge management implementation plan that can be suggested related to the proposed knowledge management process after knowing the maturity level of knowledge management in Big Red Company. These two research questions will be answered using theories related to knowledge, knowledge management, and two knowledge management frameworks, namely APO Knowledge Management Framework and Socialization, Externalization, Combination, Internalization (SECI). Because a qualitative method is used in this research, data is collected through interviews and observations, which are then analysed using thematic analysis. The results of data collection show that there are several issues related to the APO KM Framework and SECI frameworks. These issues range from the limited in the Testing and Subsea division, which is in Operation Division, the lack of knowledge sharing processes within and between teams, the lack of proper knowledge transfer, difficulty in accessing knowledge and information due to manual access, and others. Through the utilization of APO KM Framework and SECI frameworks, the author was able to design a knowledge management system by formulating several tools, for example, Coaching, Training, Knowledge café, Lesson-learned documents, K-based exit interview, and e-learning. With a total of 12 (thirteen) knowledge management tools or techniques, the company now has the ability to identify the knowledge needed, capture the knowledge, store the knowledge, share the knowledge, and effectively utilize knowledge and information which can improve the organization’s performance, enhance decision-making processes, and foster innovation and collaboration, thereby gaining a competitive advantage in the lifting equipment industry which ultimately contributes greatly to the growth of the company. For the knowledge management system implementation process, it will be divided into 5 (five) stages: Preparation, Identification, Development, Implementation and Evaluation to ensure that the knowledge management system is implemented effectively, its impact can be measured, and areas for improvement can be identified to make necessary changes. Implementation will begin in January of 2024, and there will be a dedicated Person In Charge (PIC) for all knowledge management initiatives to monitor the progress and ensure the sustainability of this system.

Knowledge Hoarding: A Literature Review

Knowledge hoarding is a prevalent issue in organizations, where individuals withhold valuable information, leading to negative consequences such as decreased productivity, innovation, and employee morale. This paper presents a comprehensive literature review on knowledge hoarding, exploring its causes, effects, and potential solutions. The research findings indicate that knowledge hoarding is commonly driven by personal interests and a lack of trust. It results in reduced employee morale, conflict, and decreased organizational performance. To address knowledge hoarding, organizations can create a culture of knowledge sharing, promote ethical behavior, implement knowledge management systems, invest in employee development, build trust, and provide incentives for knowledge sharing. These strategies can foster collaboration, transparency, and innovation within organizations. Urgent action is needed to address knowledge hoarding and improve organizational performance.

A knowledge management system in the strategic development of universities

The purpose of this study is a conceptual description of the implementation of knowledge management systems (KMS) as a mechanism for universities’ strategic development. Knowledge management (KM) practice from around the world proved the positive influence of KMS on productivity of educational institutions. The theoretical provisions and concept for KMS are determined based on an analysis of international experience of KMS use in higher education (HE). Theoretical provisions consist of 1) the staff activities as an object of KM and knowledge because of these activities, 2) the specificity of HE restrains a transfer of the KM mechanism from business to HE, and 3) the uniqueness of each university determines the structure and content of KMS for strategic development. The KM process in HE is reflected in the Socialization-Externalization-Combination-Internalization (SECI) model, where each stage contains a list of staff activities and a set of digital services. The novelty of the KM process model in HE is that knowledge flows in a wave, not a spiral. In this motion, knowledge passes from uncodified to partly codified and codified form. The study demonstrates that knowledge can go the from stage of partly codified to uncodified for revision, and knowledge flow can stop at any stage. The advantage of the concept we designed is the ability to control the flow of knowledge before it takes the codified form of a document. The digital environment for KM first allows management to control faculty activities at the initial stage of uncodified knowledge through measurement of activities, and then to estimate the knowledge flow itself. The gathered indicators help to make decisions to motivate or restrain faculty. The university management gets a complete picture of faculty activities with knowledge and the intensity of knowledge flow in training courses and educational programs.

A Proposed Knowledge Management System to Improve the Business Growth At PT. Multi Guna Equipment

The construction equipment industry in Indonesia, in which the lifting equipment is a part of, is showing promising growth with an estimated value of 4.5 billion US dollars in 2028, growing at a compound annual growth rate (CAGR) of 6.79% during the period of 2021-2028. PT. Multi Guna Equipment (PT. MGE) is one of the authorized distributors of lifting equipment specializing in reach stackers and harbour mobile cranes from Konecranes – a company based in Finland. In recent years, PT. MGE has experienced stagnant business growth, despite the enormous potential demand for lifting equipment in Indonesia due to the numerous construction projects that are a priority for the Government. The obstacles that contribute to the stagnant business growth of PT. MGE are related to the absence of a system to manage knowledge in the company. In light of these circumstances, the company needs a structured and effective system for managing knowledge, which is through the implementation of a Knowledge Management (KM) system. In doing this, the research is based on two research questions. The first is how can a knowledge management system be proposed to improve the business growth of PT. MGE, and the second is what is the implementation plan for the proposed knowledge management system. These two research questions will be answered using theories related to knowledge, knowledge management, and two knowledge management frameworks, namely People, Process, Technology (PPT) and Socialization, Externalization, Combination, Internalization (SECI). Because a qualitative method is used in this research, data is collected through interviews and observations, which are then analyzed using thematic analysis. The results of data collection show that there are several issues related to the PPT and SECI frameworks. These issues range from the limited sales knowledge and sales skills possessed by salespeople, the lack of knowledge sharing processes within and between teams, the lack of proper knowledge transfer, difficulty in accessing knowledge and information due to manual access, and others. Through the utilization of PPT and SECI frameworks, the author was able to design a knowledge management system by formulating several tools, for example, Coaching, Training, Knowledge café, Lesson-learned documents, K-based exit interview, repository, and e-learning. With a total of 13 (thirteen) knowledge management tools or techniques, the company now has the ability to identify the knowledge needed, capture the knowledge, store the knowledge, share the knowledge, and effectively utilize knowledge and information which can improve the organization’s performance, enhance decision-making processes, and foster innovation and collaboration, thereby gaining a competitive advantage in the lifting equipment industry which ultimately contributes greatly to the growth of the company. For the knowledge management system implementation process, it will be divided into 4 (four) stages: Pre-Adaptation, Adaptation, Implementation, and Evaluation to ensure that the knowledge management system is implemented effectively, its impact can be measured, and areas for improvement can be identified to make necessary changes. Implementation will begin on the second half of 2023, to be specific in August 2023, and there will be a dedicated Person In Charge (PIC) for all knowledge management initiatives to monitor the progress and ensure the sustainability of this system.

Knowledge Management in Indian Higher Education – Issues and Challenges

Purpose : The current research focused on knowledge management in Indian higher education. Knowledge management is an important aspect of higher education, as it helps institutions to effectively manage and share knowledge to enhance teaching, learning, and research outcomes. In the context of Indian higher education, there are several policy implications that can help to improve the effectiveness of knowledge management. Methodology : The research paper was prepared based on secondary data. These include creating a comprehensive knowledge management framework, encouraging collaboration among institutions, investing in technology infrastructure, fostering a culture of knowledge sharing, and supporting open access to research publications and educational resources. Findings : I found that knowledge management in Indian higher education requires a multi-faceted approach that involves policy support, technological investments, and a culture of collaboration and knowledge sharing. As the Government of India welcomes foreign universities, the significance of knowledge management becomes even more vital. Implementing these policy implications can help to improve the effectiveness of KM in Indian higher education and support the development of a more robust knowledge-based economy. Practical Implications : It is recommended that the government framework should also include guidelines for the development and implementation of knowledge management systems in higher education institutions. Collaboration among institutions is essential for effective knowledge management. The government should encourage institutions to collaborate with each other to share knowledge and resources. This can be done by creating networks or consortia of institutions that work together on specific projects or initiatives. Originality : Unlike prior research on knowledge management, the current work is to provide a comprehensive understanding of KM in higher education across various mediums.

Web-Based Knowledge Management System Application to Improve Employee Activities

The need for information is very high in the current 4.0 era, every organization needs fast, accurate and detailed information. Currently there is documentation at the Indonesian Medical Council Secretariat regarding knowledge on how to handle employee problems which can help the employee's own performance so that it has an impact on secretariat activities that feel ineffective. Based on the results of the analysis that has been carried out, there is a lot of important knowledge at the Indonesian Medical Council Secretariat whose function is to support activities in Health Institutions. The methodology used in this research is to use Beccera Fernandez which was developed by Beccera and Sabherwal. The data collection methods used were observation, interviews, literature study, while the Knowledge Management System implementation used the Knowledge Management Process, and the KMS design used the Unified Modeling Language (UML) modeling. The programming languages used in building the system are PHP and MySQL. The concept of knowledge sharing among employees was applied as a result of a study conducted at the Indonesian Medical Council Secretariat. This is implemented on the website so that individual employee knowledge is not simply lost.

An empirical study of critical success factors in implementing knowledge management systems (KMS): The moderating role of culture

This research focuses on the moderating effect of culture on the relationships between KMS and other variables affecting KMS in the service industry. The effects of a number of variables on KMS were examined via analysis and hypothesis testing. These variables included culture; people; process; strategy; and technology. The results show that culture and people have a substantial impact on KMS's performance, emphasizing the need of cultivating a supportive company culture and empowering employees. Furthermore, strategy and technology were shown to be critical in allowing effective knowledge management practices in the service industry. The research also investigates the moderating impacts of culture on these linkages, demonstrating that culture modulates the impact of process, technology, and strategy on KMS. However, it was shown that the interplay between culture and people did not substantially alter the link between people and KMS. These results provide useful insights for firms looking to improve their knowledge management methods, underlining the need to take culture into account and aligning it with strategic goals and technology solutions. While the study adds to our understanding of knowledge management in the service industry, further research is needed to investigate other elements and situations. Overall, this research has practical significance for firms looking to enhance their knowledge management activities and overall organizational performance.

Competing Commitments during Knowledge Management Systems Implementation

Competing Commitments during Knowledge Management Systems Implementation

Conceptual model of knowledge management system for scholarly publication cycle in academic institution

Purpose Study on knowledge-based systems for scientific publications is growing very broadly. However, most of these studies do not explicitly discuss the knowledge management (KM) component as knowledge management system (KMS) implementation. This background causes academic institutions to face challenges in developing KMS to support scholarly publication cycle (SPC). Therefore, this study aims to develop a new KMS conceptual model, Identify critical components and provide research gap opportunities for future KM studies on SPC. Design/methodology/approach This study used a systematic literature review (SLR) method with the procedure from Kitchenham et al. Then, the SLR results are compiled into a conceptual model design based on a framework on KM foundations and KM solutions. Finally, the model design was validated through interviews with related field experts. Findings The KMS for SPC focuses on the discovery, sharing and application of knowledge. The majority of KMS use recommendation systems technology with content-based filtering and collaborative filtering personalization approaches. The characteristics data used in KMS for SPC are structured and unstructured. Metadata and article abstracts are considered sufficiently representative of the entire article content to be used as a search tool and can provide recommendations. The KMS model for SPC has layers of KM infrastructure, processes, systems, strategies, outputs and outcomes. Research limitations/implications This study has limitations in discussing tacit knowledge. In contrast, tacit knowledge for SPC is essential for scientific publication performance. The tacit knowledge includes experience in searching, writing, submitting, publishing and disseminating scientific publications. Tacit knowledge plays a vital role in the development of knowledge sharing system (KSS) and KCS. Therefore, KSS and KCS for SPC are still very challenging to be researched in the future. KMS opportunities that might be developed further are lessons learned databases and interactive forums that capture tacit knowledge about SPC. Future work potential could identify other types of KMS in academia and focus more on SPC. Originality/value This study proposes a novel comprehensive KMS model to support scientific publication performance. This model has a critical path as a KMS implementation solution for SPC. This model proposes and recommends appropriate components for SPC requirements (KM processes, technology, methods/techniques and data). This study also proposes novel research gaps as KMS research opportunities for SPC in the future.

A Framework for Implementing a Computer-Based Knowledge Management System in Healthcare Organisations

Computer-based knowledge management systems provide sustainable management of organisational knowledge. The adoption of computer-based knowledge management systems assists organisations in harmonizing critical knowledge pertaining to their business procedures, and processes to effectively collaborate, reuse, and coordinate their efforts. However, available studies show that the implementation of computer-based knowledge management systems is problematic across a multitude of organisations, especially those in the healthcare sector. In this study, a framework and assessment tool were developed to enable healthcare organisations implement computer-based knowledge management systems successfully. The framework and assessment tool developed were tested as a proof of concept and the evaluation was done by two healthcare knowledge management executives and two industry experts. The framework provides implementation teams with a holistic approach, guidance, and conduct of good practice towards implementing a computer-based knowledge management system, which increases chances of success.

Implementing a European KM Approach in a Brazilian Innovation Institute on a Remote Basis

This case study paper outlines the approach and experiences gained in a KM project conducted between two continents on a completely remote basis – due to the pandemic in 2021. The project scope comprises the systematic initiation, design and implementation of a comprehensive knowledge management system at an innovation institute in Rio de Janeiro, Brazil. The practical business process-oriented KM (BPO-KM) methodology of the Berlin-based Competence Center Knowledge Management at Fraunhofer IPK, was used to define KM goals, to analyze strengths and gaps in knowledge handling and to set up customized KM action programs.
 Starting with the examination of the institute’s business strategy, the overall KM goals were derived together with the institute’s top management and KM core team. According to the holistic KM approach on the levels “People, Organization, Technology”, an online survey (“KM Fitness Check”) was conducted with over 100 respondents. The survey results were discussed in an online kick-off workshop in order to prioritize the main strategic and operational KM challenges.
 In online breakout sessions with different working groups, using collaborative online tools, the knowledge flows inside the institute’s value adding core processes were analyzed in depth (“KM Process Profiles”). In parallel, the KM core team was supported to develop a map of the institute’s crucial knowledge to serve as a common taxonomy for the research groups and administrative functions involved in the KM project, such as HR, IT and project management office.
 After this initial analysis phase, suitable solutions for the main KM challenges were designed and transformed into three main action programs to start the actual implementation of the institute’s KM system. In a preliminary evaluation, a systemic controlling logic was defined to keep track on results, benefits and impacts of the KM actions regarding the institute’s business strategy.
 Major learnings, discussed in this paper, include the following findings: a) accompanying change management and communication from the beginning is key to keep motivation high, b) connecting KM to other organizational functions is crucial to anchor KM in the organization, c) remote and online project collaboration bears advantages and drawbacks.