[[edit](/w/index.php?title=Knowledge_management&action=edit&section=5 "Edit section: Motivations")] Multiple motivations lead organisations to undertake KM.[[35]](#cite_note-20Alavi-35) Typical considerations include:[[30]](#cite_note-7Snowden-30)[[57]](#cite_note-57) * Making available increased knowledge content in the [development](//en.wikipedia.org/wiki/New_product_development "New product development") and provision of [products](//en.wikipedia.org/wiki/Product_(business) "Product (business)") and [services](//en.wikipedia.org/wiki/Service_(economics) "Service (economics)") * Achieving shorter development cycles * Improving consistency of knowledge and standardized expert skills among staff * Facilitating and managing innovation and organisational learning * Leveraging [expertise](//en.wikipedia.org/wiki/Expert "Expert") across the organisation * Increasing [network](//en.wikipedia.org/wiki/Social_network "Social network") [connectivity](//en.wikipedia.org/wiki/Interconnectivity "Interconnectivity") between internal and external individuals * Managing business environments and allowing employees to obtain relevant insights and ideas appropriate to their work * Solving intractable or [wicked problems](//en.wikipedia.org/wiki/Wicked_problem "Wicked problem") * Managing intellectual capital and assets in the workforce (such as the expertise and [know-how](//en.wikipedia.org/wiki/Procedural_knowledge "Procedural knowledge") possessed by key individuals or stored in repositories) KM technologies --------------- [[edit](/w/index.php?title=Knowledge_management&action=edit&section=6 "Edit section: KM technologies")] Knowledge management (KM) technology can be categorised: * [Collaborative software](//en.wikipedia.org/wiki/Collaborative_software "Collaborative software")([Groupware](//en.wikipedia.org/wiki/Groupware "Groupware"))—Software that facilitates collaboration and sharing of organisational information. Such applications provide tools for [threaded discussions](//en.wikipedia.org/wiki/Threaded_discussion "Threaded discussion"), [document sharing](//en.wikipedia.org/wiki/Document_sharing "Document sharing"), organisation-wide uniform email, and other collaboration-related features. * [Workflow systems](//en.wikipedia.org/wiki/Workflow_system "Workflow system")—Systems that allow the representation of processes associated with the creation, use and maintenance of organisational knowledge, such as the process of creating and utilise forms and documents. * [Content management](//en.wikipedia.org/wiki/Content_management "Content management") and [document management](//en.wikipedia.org/wiki/Document_management "Document management") systems—Software systems that automate the process of creating web content and/or documents. Roles such as editors, graphic designers, writers and producers can be explicitly modeled along with the tasks in the process and validation criteria. Commercial vendors started either to support documents or to support web content but as the Internet grew these functions merged and vendors now perform both functions. * [Enterprise portals](//en.wikipedia.org/wiki/Enterprise_portal "Enterprise portal")—Software that aggregates information across the entire organisation or for groups such as project teams. * [eLearning](//en.wikipedia.org/wiki/ELearning "ELearning")—Software that enables organisations to create customised training and education. This can include lesson plans, monitoring progress and online classes. * Planning and [scheduling software](//en.wikipedia.org/wiki/Appointment_scheduling_software "Appointment scheduling software")—Software that automates schedule creation and maintenance. The planning aspect can be integrated with [project management software](//en.wikipedia.org/wiki/Project_management_software "Project management software").[[20]](#cite_note-19Harv-20) * [Telepresence](//en.wikipedia.org/wiki/Telepresence "Telepresence")—Software that enables individuals to have virtual "face-to-face" meetings without assembling at one location. Videoconferencing is the most obvious example. * [Semantic technology](//en.wikipedia.org/wiki/Semantic_technology "Semantic technology") such as [ontologies](//en.wikipedia.org/wiki/Ontology_(information_science) "Ontology (information science)")—Systems that encode meaning alongside data to give machines the ability to extract and infer information.[[58]](#cite_note-58) These categories overlap. Workflow, for example, is a significant aspect of content or document management systems, most of which have tools for developing enterprise portals.[[45]](#cite_note-16Gupta-45)[[59]](#cite_note-59) Proprietary KM technology products such as [HCL Notes](//en.wikipedia.org/wiki/HCL_Notes "HCL Notes") (Previously Lotus Notes) defined proprietary formats for email, documents, forms, etc. The Internet drove most vendors to adopt Internet formats. [Open-source](//en.wikipedia.org/wiki/Open-source_software "Open-source software") and [freeware](//en.wikipedia.org/wiki/Freeware "Freeware") tools for the creation of [blogs](//en.wikipedia.org/wiki/Blog "Blog") and [wikis](//en.wikipedia.org/wiki/Wiki "Wiki") now enable capabilities that used to require expensive commercial tools.[[34]](#cite_note-21TLO-34)[[60]](#cite_note-22Andrus-60) KM is driving the adoption of tools that enable organisations to work at the semantic level,[[61]](#cite_note-26Cap-61) as part of the [Semantic Web](//en.wikipedia.org/wiki/Semantic_Web "Semantic Web").[[62]](#cite_note-62) Some commentators have argued that after many years the Semantic Web has failed to see widespread adoption,[[63]](#cite_note-63)[[64]](#cite_note-64)[[65]](#cite_note-65) while other commentators have argued that it has been a success.[[66]](#cite_note-66) Since the 2010s, knowledge management practice in [software as a service](//en.wikipedia.org/wiki/Software_as_a_service "Software as a service") organisations has had to address the gap between rapid product release cycles and the maintenance cadence of knowledge base content. Industry analyses report that the typical useful life of a knowledge management article in such environments is around six months, after which it requires review or replacement to remain accurate.[[67]](#cite_note-67) Knowledge barriers ------------------ [[edit](/w/index.php?title=Knowledge_management&action=edit&section=7 "Edit section: Knowledge barriers")] Just like knowledge transfer and knowledge sharing, the term "knowledge barriers" is not a uniformly defined term and differs in its meaning depending on the author.[[68]](#cite_note-PaulinandSuneson2011-68) Knowledge barriers can be associated with high costs for both companies and individuals.[[69]](#cite_note-69)[[70]](#cite_note-Riege2005-70)[[71]](#cite_note-71) Knowledge barriers appear to have been used from at least three different perspectives in the literature:[[68]](#cite_note-PaulinandSuneson2011-68) 1) Missing knowledge about something as a result of barriers for the share or transfer of knowledge. 2) Insufficient knowledge based on the amount of education in a certain field or issue. 3) A unique individual or group of humans' perceptual system lacks adequate contact points or does not fit incoming information to use and transform it to knowledge. Knowledge retention ------------------- [[edit](/w/index.php?title=Knowledge_management&action=edit&section=8 "Edit section: Knowledge retention")] Knowledge retention is part of knowledge management. It helps convert tacit form of knowledge into an explicit form. It is a complex process which aims to reduce the knowledge loss in the organization.[[72]](#cite_note-72) Knowledge retention is needed when expert knowledge workers leave the organization after a long career.[[73]](#cite_note-:0-73) Retaining knowledge prevents losing intellectual capital.[[74]](#cite_note-74) According to DeLong(2004) [[75]](#cite_note-75) knowledge retention strategies are divided into four main categories: * Human resources, processes and practices * Knowledge transfer practices * Knowledge recovery practices * Information technologies used to capture, store and share knowledge. Knowledge retention projects are usually introduced in three stages: decision making, planning and implementation. There are differences among researchers on the terms of the stages. For example, Dalkir talks about knowledge capture, sharing and acquisition and Doan et al. introduces initiation, implementation and evaluation.[[76]](#cite_note-76)[[77]](#cite_note-77) Furthermore, Levy introduces three steps (scope, transfer, integration) but also recognizes a "zero stage" for initiation of the project.[[73]](#cite_note-:0-73) Knowledge audit --------------- [[edit](/w/index.php?title=Knowledge_management&action=edit&section=9 "Edit section: Knowledge audit")] A knowledge audit is a comprehensive assessment of an organization's knowledge assets, including its explicit and tacit knowledge, intellectual capital, expertise, and skills. The goal of a knowledge audit is to identify the organization's knowledge strengths and gaps, and to develop strategies for leveraging knowledge to improve performance and competitiveness. Knowledge audit helps ensure that an organization's knowledge management activities are heading in the right direction. It also reduces the making of incorrect decisions. Term knowledge audit is often used interchangeably with information audit, although information audit is slightly narrower in scope.[[78]](#cite_note-78)[[79]](#cite_note-79) The requirement and significance of a knowledge audit can vary widely among different industries and companies. For instance, within the software development industry, knowledge audits can play a pivotal role due to the inherently knowledge-intensive nature of the work. This contrasts with sectors like manufacturing, where physical assets often take a more important role. The difference arises from the fact that in software development companies, the skills, expertise, and intellectual capital, often overshadow the value of physical assets.[[80]](#cite_note-Hand2019-80) Knowledge audits provide opportunities for organizations to improve their management of knowledge assets, with the goal of enhancing organizational effectiveness and efficiency. By conducting a knowledge audit, organizations can raise awareness of knowledge assets as primary factors of production and as critical capital assets in today's knowledge economy. The process of a knowledge audit allows organizations to gain a deeper understanding of their knowledge assets. This includes identifying and defining these assets, understanding their behavior and properties, and describing how, when, why, and where they are used in business processes.[[80]](#cite_note-Hand2019-80) Knowledge protection -------------------- [[edit](/w/index.php?title=Knowledge_management&action=edit&section=10 "Edit section: Knowledge protection")] Knowledge protection refers to behaviors and actions taken to protect the knowledge from unwanted opportunistic behavior for example appropriation or imitation of the knowledge.[[81]](#cite_note-81) Knowledge protection is used to prevent the knowledge to be unintentionally available or useful for competitors. Knowledge protection can be for example a patent, copyright, trademark, lead time or secrecy held by a company or an individual.[[82]](#cite_note-82)

{
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  "text": "[[edit](/w/index.php?title=Knowledge_management&action=edit&section=5 \"Edit section: Motivations\")]\n\nMultiple motivations lead organisations to undertake KM.[[35]](#cite_note-20Alavi-35) Typical considerations include:[[30]](#cite_note-7Snowden-30)[[57]](#cite_note-57)\n\n* Making available increased knowledge content in the [development](//en.wikipedia.org/wiki/New_product_development \"New product development\") and provision of [products](//en.wikipedia.org/wiki/Product_(business) \"Product (business)\") and [services](//en.wikipedia.org/wiki/Service_(economics) \"Service (economics)\")\n* Achieving shorter development cycles\n* Improving consistency of knowledge and standardized expert skills among staff\n* Facilitating and managing innovation and organisational learning\n* Leveraging [expertise](//en.wikipedia.org/wiki/Expert \"Expert\") across the organisation\n* Increasing [network](//en.wikipedia.org/wiki/Social_network \"Social network\") [connectivity](//en.wikipedia.org/wiki/Interconnectivity \"Interconnectivity\") between internal and external individuals\n* Managing business environments and allowing employees to obtain relevant insights and ideas appropriate to their work\n* Solving intractable or [wicked problems](//en.wikipedia.org/wiki/Wicked_problem \"Wicked problem\")\n* Managing intellectual capital and assets in the workforce (such as the expertise and [know-how](//en.wikipedia.org/wiki/Procedural_knowledge \"Procedural knowledge\") possessed by key individuals or stored in repositories)\n\nKM technologies\n---------------\n\n[[edit](/w/index.php?title=Knowledge_management&action=edit&section=6 \"Edit section: KM technologies\")]\n\nKnowledge management (KM) technology can be categorised:\n\n* [Collaborative software](//en.wikipedia.org/wiki/Collaborative_software \"Collaborative software\")([Groupware](//en.wikipedia.org/wiki/Groupware \"Groupware\"))—Software that facilitates collaboration and sharing of organisational information. Such applications provide tools for [threaded discussions](//en.wikipedia.org/wiki/Threaded_discussion \"Threaded discussion\"), [document sharing](//en.wikipedia.org/wiki/Document_sharing \"Document sharing\"), organisation-wide uniform email, and other collaboration-related features.\n* [Workflow systems](//en.wikipedia.org/wiki/Workflow_system \"Workflow system\")—Systems that allow the representation of processes associated with the creation, use and maintenance of organisational knowledge, such as the process of creating and utilise forms and documents.\n* [Content management](//en.wikipedia.org/wiki/Content_management \"Content management\") and [document management](//en.wikipedia.org/wiki/Document_management \"Document management\") systems—Software systems that automate the process of creating web content and/or documents. Roles such as editors, graphic designers, writers and producers can be explicitly modeled along with the tasks in the process and validation criteria. Commercial vendors started either to support documents or to support web content but as the Internet grew these functions merged and vendors now perform both functions.\n* [Enterprise portals](//en.wikipedia.org/wiki/Enterprise_portal \"Enterprise portal\")—Software that aggregates information across the entire organisation or for groups such as project teams.\n* [eLearning](//en.wikipedia.org/wiki/ELearning \"ELearning\")—Software that enables organisations to create customised training and education. This can include lesson plans, monitoring progress and online classes.\n* Planning and [scheduling software](//en.wikipedia.org/wiki/Appointment_scheduling_software \"Appointment scheduling software\")—Software that automates schedule creation and maintenance. The planning aspect can be integrated with [project management software](//en.wikipedia.org/wiki/Project_management_software \"Project management software\").[[20]](#cite_note-19Harv-20)\n* [Telepresence](//en.wikipedia.org/wiki/Telepresence \"Telepresence\")—Software that enables individuals to have virtual \"face-to-face\" meetings without assembling at one location. Videoconferencing is the most obvious example.\n* [Semantic technology](//en.wikipedia.org/wiki/Semantic_technology \"Semantic technology\") such as [ontologies](//en.wikipedia.org/wiki/Ontology_(information_science) \"Ontology (information science)\")—Systems that encode meaning alongside data to give machines the ability to extract and infer information.[[58]](#cite_note-58)\n\nThese categories overlap. Workflow, for example, is a significant aspect of content or document management systems, most of which have tools for developing enterprise portals.[[45]](#cite_note-16Gupta-45)[[59]](#cite_note-59)\n\nProprietary KM technology products such as [HCL Notes](//en.wikipedia.org/wiki/HCL_Notes \"HCL Notes\") (Previously Lotus Notes) defined proprietary formats for email, documents, forms, etc. The Internet drove most vendors to adopt Internet formats. [Open-source](//en.wikipedia.org/wiki/Open-source_software \"Open-source software\") and [freeware](//en.wikipedia.org/wiki/Freeware \"Freeware\") tools for the creation of [blogs](//en.wikipedia.org/wiki/Blog \"Blog\") and [wikis](//en.wikipedia.org/wiki/Wiki \"Wiki\") now enable capabilities that used to require expensive commercial tools.[[34]](#cite_note-21TLO-34)[[60]](#cite_note-22Andrus-60)\n\nKM is driving the adoption of tools that enable organisations to work at the semantic level,[[61]](#cite_note-26Cap-61) as part of the [Semantic Web](//en.wikipedia.org/wiki/Semantic_Web \"Semantic Web\").[[62]](#cite_note-62) Some commentators have argued that after many years the Semantic Web has failed to see widespread adoption,[[63]](#cite_note-63)[[64]](#cite_note-64)[[65]](#cite_note-65) while other commentators have argued that it has been a success.[[66]](#cite_note-66)\n\nSince the 2010s, knowledge management practice in [software as a service](//en.wikipedia.org/wiki/Software_as_a_service \"Software as a service\") organisations has had to address the gap between rapid product release cycles and the maintenance cadence of knowledge base content. Industry analyses report that the typical useful life of a knowledge management article in such environments is around six months, after which it requires review or replacement to remain accurate.[[67]](#cite_note-67)\n\nKnowledge barriers\n------------------\n\n[[edit](/w/index.php?title=Knowledge_management&action=edit&section=7 \"Edit section: Knowledge barriers\")]\n\nJust like knowledge transfer and knowledge sharing, the term \"knowledge barriers\" is not a uniformly defined term and differs in its meaning depending on the author.[[68]](#cite_note-PaulinandSuneson2011-68) Knowledge barriers can be associated with high costs for both companies and individuals.[[69]](#cite_note-69)[[70]](#cite_note-Riege2005-70)[[71]](#cite_note-71)\nKnowledge barriers appear to have been used from at least three different perspectives in the literature:[[68]](#cite_note-PaulinandSuneson2011-68)\n1) Missing knowledge about something as a result of barriers for the share or transfer of knowledge.\n2) Insufficient knowledge based on the amount of education in a certain field or issue.\n3) A unique individual or group of humans' perceptual system lacks adequate contact points or does not fit incoming information to use and transform it to knowledge.\n\nKnowledge retention\n-------------------\n\n[[edit](/w/index.php?title=Knowledge_management&action=edit&section=8 \"Edit section: Knowledge retention\")]\n\nKnowledge retention is part of knowledge management. It helps convert tacit form of knowledge into an explicit form. It is a complex process which aims to reduce the knowledge loss in the organization.[[72]](#cite_note-72) Knowledge retention is needed when expert knowledge workers leave the organization after a long career.[[73]](#cite_note-:0-73) Retaining knowledge prevents losing intellectual capital.[[74]](#cite_note-74)\n\nAccording to DeLong(2004) [[75]](#cite_note-75) knowledge retention strategies are divided into four main categories:\n\n* Human resources, processes and practices\n* Knowledge transfer practices\n* Knowledge recovery practices\n* Information technologies used to capture, store and share knowledge.\n\nKnowledge retention projects are usually introduced in three stages: decision making, planning and implementation. There are differences among researchers on the terms of the stages. For example, Dalkir talks about knowledge capture, sharing and acquisition and Doan et al. introduces initiation, implementation and evaluation.[[76]](#cite_note-76)[[77]](#cite_note-77) Furthermore, Levy introduces three steps (scope, transfer, integration) but also recognizes a \"zero stage\" for initiation of the project.[[73]](#cite_note-:0-73)\n\nKnowledge audit\n---------------\n\n[[edit](/w/index.php?title=Knowledge_management&action=edit&section=9 \"Edit section: Knowledge audit\")]\n\nA knowledge audit is a comprehensive assessment of an organization's knowledge assets, including its explicit and tacit knowledge, intellectual capital, expertise, and skills. The goal of a knowledge audit is to identify the organization's knowledge strengths and gaps, and to develop strategies for leveraging knowledge to improve performance and competitiveness. Knowledge audit helps ensure that an organization's knowledge management activities are heading in the right direction. It also reduces the making of incorrect decisions. Term knowledge audit is often used interchangeably with information audit, although information audit is slightly narrower in scope.[[78]](#cite_note-78)[[79]](#cite_note-79)\n\nThe requirement and significance of a knowledge audit can vary widely among different industries and companies. For instance, within the software development industry, knowledge audits can play a pivotal role due to the inherently knowledge-intensive nature of the work. This contrasts with sectors like manufacturing, where physical assets often take a more important role. The difference arises from the fact that in software development companies, the skills, expertise, and intellectual capital, often overshadow the value of physical assets.[[80]](#cite_note-Hand2019-80)\n\nKnowledge audits provide opportunities for organizations to improve their management of knowledge assets, with the goal of enhancing organizational effectiveness and efficiency. By conducting a knowledge audit, organizations can raise awareness of knowledge assets as primary factors of production and as critical capital assets in today's knowledge economy. The process of a knowledge audit allows organizations to gain a deeper understanding of their knowledge assets. This includes identifying and defining these assets, understanding their behavior and properties, and describing how, when, why, and where they are used in business processes.[[80]](#cite_note-Hand2019-80)\n\nKnowledge protection\n--------------------\n\n[[edit](/w/index.php?title=Knowledge_management&action=edit&section=10 \"Edit section: Knowledge protection\")]\n\nKnowledge protection refers to behaviors and actions taken to protect the knowledge from unwanted opportunistic behavior for example appropriation or imitation of the knowledge.[[81]](#cite_note-81)\n\nKnowledge protection is used to prevent the knowledge to be unintentionally available or useful for competitors. Knowledge protection can be for example a patent, copyright, trademark, lead time or secrecy held by a company or an individual.[[82]](#cite_note-82)",
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