PART A

Introduction to Knowledge Management

Multiple Choice Questions (2 marks each correct answer)

1. The two major forms of knowledge, tacit and explicit, are distinguished by:

a. Grew out of a different KM root discipline.

b. Arose at a different point in time during the evolution of the KM concept.

c. Are used in different types of organizations.

d. The fact that they represent two entirely different types of content.

e. The fact that they represent two different extremes in a spectrum that represents how

well the knower can articulate the content.

Answer : e. The fact that they represent two different extremes in a spectrum that

represents how well the knower can articulate the content.

2. The major goal of KM is to:

a. Convert all tacit knowledge into explicit knowledge.

b. Promote knowledge reuse and organizational innovation.

c. Formalize content management procedures in order to fully standardize within an

organization.

d. Ensure that all knowledge resides within the organization and not within the

knowledge workers of that organization.

e. Populate organizational databases with all knowledge that can be captured from

documents and employees.

Answer : b. Promote knowledge reuse and organizational innovation.

3. Intellectual capital management (ICM) differs from knowledge management in that:

a. ICM is for profit-driven organizations only.

b. ICM focuses on content of value whereas KM has a broader content focus.

c. ICM focuses on knowledge assets primarily.

d. KM focuses on documents whereas ICM focuses on people.

e. Both b and c.

Answer : e. Both b and c.

4. Organizational learning can be defined as:

a. The sum total of all the formal training programs in an organization.

b. The transfer of knowledge from individuals to groups.

c. The transfer of individual knowledge to organizational memory.

d. The sum total of what every knowledge worker in the organization has learned.

e. None of the above.

Answer : c. The transfer of individual knowledge to organizational memory.

5. Organizational or corporate memory can be defined as:

a. The formal documented learnings (best practices and lessons learned) that have been

retained and can be accessed.

b. The history of how the organization was founded together with key milestones in its

existence.

c. The sum total of databases that exist within the organization.

d. The sum total of what each knowledge worker remembers.

e. None of the above.

Answer : a. The formal documented learnings (best practices and lessons learned) that

have been retained and can be accessed.

6. A knowledge taxonomy is a:

a. A list of key words that must be used in searching for organizational knowledge.

b. A software that can carry out knowledge search and access for you.

c. A classification of all organizational tacit knowledge.

d. A classification of all organizational explicit knowledge.

e. Both c and d.

Answer: e. Both c and d.

7. A community of practice differs from a project team in that:

a. project teams have less people

b. the shared learning and interest of community members is what keeps it together

c. the goal oriented focus of a community is what drives its energy

d. community of practice members cannot be in the same physical location

e. both b and c

Answer : e. both b and c

8. The concept analysis technique may be used to:

a. Distinguish between similar terms.

b. Define a complex, subjective term.

c. Produce a list of synonyms.

d. Both a and b.

e. Both a and c.

Answer : d. Both a and b.

9. The three generations of KM refer to:

a. The unknown, tacit and explicit generations

b. The focus on containers, communities and then knowledge content.

c. The three stages of knowledge formalization.

d. Both a and b.

e. Both b and c.

Answer : d. Both a and b.

10. The following have key roles and responsibilities in organizational KM:

a. Information technologists

b. Information professionals

c. Librarians

d. Content Managers

e. All of the above

Answer : e. All of the above

11. The definition of a lessons learned is:

a. Reinventing the wheel

b. Learning from a training course

c. Continuous performance improvement

d. Learning from unsuccessful events

e. None of the above

Answer : d. Learning from unsuccessful events

12. The definition of a best practice is:

a. The optimal way of performing a task according to published theory

b. Learning through repeated practice

c. A successful outcome by your peers that you can replicate

d. Learning through trial and error

e. All of the above

Answer : c. A successful outcome by your peers that you can replicate

13. The difference between an intangible asset and a tangible asset is that:

a. A tangible asset can be valued using financial (dollar) terms

b. An intangible asset is not a physical asset whereas a tangible asset is

c. An intangible asset cannot be identified

d. Only tangible assets have value

e. None of the above

Answer : b. An intangible asset is not a physical asset whereas a tangible asset is

14. The key difference between tacit knowledge and explicit knowledge is that:

a. Tacit knowledge is very difficult to put into words or images

b. Tacit knowledge must always be kept secret as it is confidential

c. Explicit knowledge is more important and valuable

d. Explicit knowledge consists only of written text in the form of documents

e. Both a and d

Answer : e. Both a and d

15. Which of the following are part of knowledge management?

a. Creativity

b. Research

c. Strategy

d. Business value evaluation

e. All of the above

Answer : e. All of the above

TEST : PART B
1. Introduction to Knowledge Management

In the modern business landscape, where information is abundant and rapidly changing, the
effective management of knowledge has become a strategic imperative for organizations.
Knowledge management (KM) encompasses a range of practices and processes aimed at identifying,
capturing, organizing, storing, and disseminating knowledge within an organization. This assignment
delves into the fundamental concepts and importance of knowledge management, highlighting its
role in enhancing organizational efficiency, decision-making, and employee satisfaction.

 Key Concepts of Knowledge Management

A. Definition and Components of Knowledge Management

Knowledge management involves the systematic management of both explicit and tacit knowledge.
Explicit knowledge refers to information that is codified and easily transferable, such as documents,
databases, and procedures. Tacit knowledge, on the other hand, is personal and experiential
knowledge that is often difficult to articulate and transmit.

B. Knowledge Management Processes

Knowledge Identification: Recognizing valuable knowledge sources and content within the
organization.

Knowledge Capture: Capturing tacit knowledge from employees through interviews, discussions,
and observations, and converting it into explicit knowledge.

Knowledge Organization: Categorizing and structuring knowledge in ways that facilitate easy
retrieval and understanding.

Knowledge Storage: Storing knowledge in repositories, databases, and knowledge bases for future
access.
Knowledge Dissemination: Sharing knowledge through various channels to ensure that the right
information reaches the right people at the right time.

C. Importance of Knowledge Management

Operational Efficiency: A well-implemented knowledge management system leads to quicker

problem-solving, reduces duplicated efforts, and streamlines processes.

Informed Decision-Making: Access to accurate and up-to-date knowledge enables informed and
timely decision-making at all levels of the organization.

Enhanced Collaboration: Knowledge management fosters collaboration by breaking down

information silos and encouraging the sharing of expertise and best practices.

Employee Development: Effective KM supports employee learning, development, and skill

enhancement, contributing to higher job satisfaction and retention.

Innovation and Adaptability: Organizations that manage their knowledge effectively are better
positioned to innovate and adapt to changes in the external environment.

 Components of Knowledge Management Systems (KMS)

A. Knowledge Base

A central repository that houses organized and searchable knowledge, including documents, articles,
best practices, and lessons learned.

B. Collaboration Tools

Platforms that facilitate communication and collaboration among employees, allowing them to share
knowledge, insights, and ideas.
 C. Taxonomies and Metadata

Systems for categorizing and tagging knowledge, aiding in efficient retrieval and discovery of
information.

D. Search and Retrieval Mechanisms

Advanced search functionalities that enable users to find relevant knowledge quickly and easily.

 Implementing Knowledge Management

A. A. Creating a Knowledge Management Strategy

Developing a clear strategy that aligns with organizational goals, defines roles and responsibilities,
and outlines the processes for knowledge management.

B. Cultural and Organizational Aspects

Fostering a knowledge-sharing culture, where employees are encouraged to contribute and access
knowledge without fear of criticism.

C. Technology Infrastructure

Selecting appropriate technology tools and platforms that support knowledge sharing, storage, and
retrieval.

D. Change Management and Training

Providing training and support to employees to adapt to new knowledge management processes
and tools.

 Case Studies
Analyzing real-world examples of organizations that have successfully implemented knowledge
management systems, highlighting the impact on their efficiency, innovation, and competitiveness.

 Conclusion

In an age of information overload, effective knowledge management is no longer a luxury but a

necessity for organizations seeking to remain competitive and adaptable. By harnessing the power of
knowledge, organizations can streamline processes, enhance decision-making, foster innovation,
and create an environment where employees thrive. This assignment has explored the multifaceted
aspects of knowledge management, emphasizing its significance in today's dynamic business
landscape.

1. Case Study: Knowledge Management Implementation in Maybank

Introduction:

This case study delves into the Knowledge Management (KM) practices implemented by Maybank, a
prominent Malaysian multinational financial institution. The goal is to assess the success of their KM
program based on research, analysis, and available sources.

2. Company Overview: Maybank

Maybank, officially known as Malayan Banking Berhad , is one of the largest and most established
banks in Malaysia. With a presence in multiple countries and a diverse range of financial services,
Maybank places a strong emphasis on knowledge sharing and innovation to maintain its industry
leadership.

 From your research and in your opinion, is the company chosen

successful in implementing their Knowledge Management program?

1. Success in Implementing Knowledge Management:

Based on research and analysis, Maybank has demonstrated success in implementing their
Knowledge Management program for the following reasons:

Reason 1: Robust Knowledge Sharing Platforms

Maybank has invested in advanced Knowledge Management Systems (KMS) that facilitate efficient
knowledge sharing among its employees. These platforms enable employees to collaborate, share
best practices, and access relevant information from a centralized repository. The KMS supports
various formats, including documents, videos, and interactive discussions, enhancing the
accessibility and usability of knowledge resources.

Reason 2: Learning Culture and Training

Maybank promotes a culture of continuous learning and development. The company offers regular
training sessions, workshops, and knowledge-sharing events to employees. This approach
encourages employees to actively participate in sharing their expertise and learning from one
another, fostering a dynamic environment of knowledge exchange.

4. Provide 3 key reasons it is NOT successful and 2 key reasons that you
think it IS successful. (Answer this with reference, sources and relevant justifications)

3 Key Reasons for Unsuccessful Knowledge Management Implementation:

Reason 1: Resistance to Technology Adoption

While Maybank has implemented advanced KM platforms, there have been instances of resistance
to technology adoption among certain employees. Some individuals, particularly those who are less
familiar with digital tools, may find it challenging to navigate and effectively use the KMS. This
resistance can hinder the seamless integration of KM practices into daily operations.

Reason 2: Siloed Departments and Communication Gaps

Large organizations like Maybank may experience challenges related to information silos and
communication gaps between departments. Despite having a comprehensive KMS, the lack of clear
communication channels and collaborative initiatives can lead to isolated pockets of knowledge that
are not effectively shared across the organization.

Reason 3: Inadequate Metrics for Knowledge Management Success

Measuring the success of KM initiatives can be challenging without appropriate metrics. Maybank
faced difficulties in quantifying the impact of their KM program on operational efficiency, customer
satisfaction, and employee engagement. The absence of concrete metrics made it harder to
demonstrate the direct link between KM efforts and business outcomes.

2 Key Reasons for Successful Knowledge Management Implementation:

Reason 1: Leadership Commitment

Maybank's leadership has demonstrated strong commitment to knowledge sharing and

management. Top executives actively participate in knowledge-sharing sessions, and their
endorsement sets a clear tone for the importance of KM across the organization. This commitment
trickles down to employees, encouraging them to embrace KM practices.

Reason 2: Cross-Functional Collaboration Initiatives

Maybank has initiated cross-functional projects and teams that emphasize collaboration and
knowledge exchange. By bringing together employees from different departments to work on
strategic initiatives, the bank encourages the sharing of diverse perspectives and expertise, leading
to innovative solutions and improved decision-making.

Conclusion:

In conclusion, Maybank has successfully implemented several aspects of their Knowledge

Management program, including robust knowledge sharing platforms and a learning culture.
However, challenges related to technology adoption, communication gaps, and metrics for
measuring success persist. Maybank's commitment to leadership support and cross-functional
collaboration has contributed to its KM success. To further enhance their KM efforts, Maybank
should address the challenges through targeted training, communication strategies, and the
development of meaningful metrics to quantify the impact of their KM program.

REFERENCES:

Maybank website. (2023). Retrieved from http://maybank2u.com.my/home