Knowledge management in organizations: examining the interaction between technologies, techniques, and people

TLDR

Knowledge management involves creation, validation, presentation, distribution, and application, and effective balancing of these activities requires changes in culture, technology, and techniques rather than focusing on any single element. The study aims to demonstrate that organizations must swiftly balance their knowledge‑management activities to capitalize on knowledge. Exclusive focus on people, technology, or techniques fails to sustain competitive advantage; instead, the interaction among technology, techniques, and people enables effective knowledge management and long‑term advantage through a learning‑by‑doing environment.

Abstract

Argues that the knowledge management process can be categorized into knowledge creation, knowledge validation, knowledge presentation, knowledge distribution, and knowledge application activities. To capitalize on knowledge, an organization must be swift in balancing its knowledge management activities. In general, such a balancing act requires changes in organizational culture, technologies, and techniques. A number of organizations believe that by focusing exclusively on people, technologies, or techniques, they can manage knowledge. However, that exclusive focus on people, technologies, or techniques does not enable a firm to sustain its competitive advantages. It is, rather, the interaction between technology, techniques, and people that allow an organization to manage its knowledge effectively. By creating a nurturing and “learning‐by‐doing” kind of environment, an organization can sustain its competitive advantages.