Preliminary Knowledge Management Implementation in the Telco Industry

Preliminary Knowledge Management Implementation in the Telco Industry

Chin Wei Chong, Siong Choy Chong
DOI: 10.4018/978-1-60566-194-0.ch017
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This chapter aims to create a unified model capturing and generalising the different arrays of preliminary knowledge management (KM) implementation success factors in the telecommunication industry based on the studies conducted on this sector in Malaysia. The literature and empirical evidence suggest that to become the leading global market players in the new knowledge society, telecommunication organizations are required to have the integration of an effective KM process which consists of construction, embodiment, and deployment. These processes must be supported by five preliminary success factors (clear business strategy; flexible organizational culture; a committed KM Team; and effective implementation of K Audit and K Map) and effective KM strategies, that is, a knowledge sharing culture and a human network, leadership, a wide range of new technological opportunities and increased commitment to measurement.
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Problem Statements And Significance Of Study

Notwithstanding the importance and benefits of KM which have been widely documented (Nonaka, 1998; Sanchez et al., 2000; Teece, 2000; Tiwana, 2000), very few theoretical and empirical evidences are available with respect to the telecommunication industry’s readiness to adopt KM (Chong et al., 2006; 2007; in press). Hence, KM implementation in the telecommunication industry appears to be an interesting area to be explored as these organizations struggle to adapt quickly, respond faster, and proactively shape their industries in this global yet turbulent environment.

Key Terms in this Chapter

Knowledge Management: Process through which organizations generate value from their intellectual and knowledge-based assets which involves codifying what employees, partners, and customer know and sharing that information among employees and departments in an effort to devise best practices.

K Audit: The knowledge of knowledge assets and is a rich source of information about the strengths of an organization.

KM Team: A group of people whose responsibility is to build, implement, focus and deploy a KM program.

Embodiment: Embodiment refers to translating data and information into symbols that others can understand.

Deployment: Knowledge transfer represents the mechanisms used to make repository content accessible.

K Map: K Map provides a snapshot of where an organization is at any given time relative to its competitors.

Construction: It comprises a set of activities associated with the entry of new artefacts into the system and includes such activities as development, discovery, and capture.

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