RESTREPO, UN PUEBLO EN PROGRESO el Restrepo que conocimos de niños, es muy poco lo que

In the previous chapter, it was concluded that innovation and knowledge management are inseparable concepts, for which the KM process is considered as a mediator to integrate various relevant components, including innovation process, organisational knowledge

bases and external knowledge resources (section 2.8). Also, it was emphasised that

successful KM requires appropriate conditions and an appropriate environment to facilitate knowledge activities (section 2.6.2). With regard to the supportive environment, contributions of organisational support {KM enablers) and technological support {KM

system) to the KM process are frequently highlighted in the literature. These two prominent

fields of study separately provide understanding of ‘what are enabling factors in a specific

context ’ and ‘how KM system can support the KM process ’ respectively. As a result, most

of the extant studies were conducted from a specific viewpoint; this might be owing to the multidisciplinary nature of knowledge management which makes their context and relationships so complex. Since knowledge management is a multi-faceted approach comprising several organisational elements, it has been argued that alignment of these elements is essential to address the organisation’s business needs (du Plessis, 2007; Jasimuddin, 2008). Consequently, the supportive environment, namely KM enablers and

KM system, should be combined with the integrative role of KM process to present the

holistic view of knowledge management (Figure 3.3). For the purposes of this research, the holistic view was adopted for the empirical investigation in the context of the Thai food industry.

Eigure 3.3: The holistic view of knowledge management

Intesrative role o f KM process

interm ediate relationship

I _ -4... supportive relation sh ip ' I n n o v a ti o n ^ * in teractive relationship p r o c e s s Organisatio nal k n o w le d g e bases KM p r o c e s s External k n o w le d g e resources X ... ...\ X N KM e n a b l e r s KM s y s te m } Supportive environment

Chapter 3 - Organisational an d technological support

With regard to the holistic view, three major relationships have been identified as follows:

• intermediate relationship: represents the effect of knowledge management on innovation;

• supportive relationship: represents the supportive functions o f the supportive environment, i.e. KM enablers and KM system, on KM process; and

• interactive relationship: is concerned with the interaction between K M enablers and K M system and its effect on KM process.

It should be noted that while Chapter 2 provides elaboration on the intermediate relationship and Chapter 3 underlines the supportive relationship, there is little literature that sheds light on the relationship between KM enablers and KM system. Though KM system itself is widely recognised as an enabling tool for KM process (Davenport et a l, 1998; Tiwana, 2000; Wong and Aspinwall, 2005), its value should not be limited just to managing knowledge flows and processes. Other potential abilities in facilitating KM enablers should be in a focus as well. Information technologies, considered a substantial element in the KM system, are able to transform the way that people-based activities can be supported (Alberghini et a l, 2010). By providing the right information to the right people at the right time, KM system can be used to enable dynamic operational processes and make effective use of human resources (Malhotra, 2002). The effective use of KM system is likely to increase levels of participation and enhance communication among staff members which consequently improves team performance and innovativeness (Alavi and Leidner, 1999). Therefore, it is worth exploring the interactive relationship between KM enablers and KM system. Other potential of the use of KM system, particularly its relationship with KM enablers, may be revealed, and this could increase the capability of companies to gain greater benefit from KM system deployment.

For instance, organisational culture, one of the most crucial human-related enablers, is likely to be supported by the use of specific KM tools. Technologies, such as social networks, web portals and conferencing support systems, are recognised in their usability to create an open and sharing culture which relies heavily on a knowledge-friendly environment, transparency and trust (Akhavan et a l, 2006; Hung et a l, 2005). From a human resource management (HRM) perspective, providing employee training and learning opportunities and encouraging employees to participate can help to advance and

Chapter 3 - O rganisational an d technological support

replenish organisational knowledge (Skyrme and Amidon, 1997). These activities can be advanced through e-leaming, visualisation systems and expert systems. Furthermore, communicating styles and problem solving can evolve from new communication technologies to provide a more collaborative approach. This makes it much easier for companies to manage coordinative activities and in turn transform the organisational structure to one with much greater freedom (Boddy et a l, 2005).

3.5 SUMMARY

In this chapter, a discussion on KM enablers {organisational support) and KM system

{technological support) is provided by reviewing broad literature. Firstly, the chapter starts

with a general discussion of the CSF approach which highlights its ability to identify significant factors that require companies’ attention to ensure their future success. The CSF approach has been widely adopted into knowledge management, and multiple CSFs were revealed from previous studies. With regard to a context-oriented approach, it was shown from the literature that CSFs, even in the same area of study, can be diverse depending on the environment of the study and the researcher’s perspective. To identify enabling factors from a range of previous research, the systematic review was adopted as a rigorous process to review a broad range of articles. Twelve enabling factors under the four dimensions of

managerial, corporate environment, process and resource influences are the result of

reviewing twenty-three relevant articles.

In the section of technological support (KM system), the discussion starts with clarifying the role of KM system in managing various forms and types of knowledge. Its contribution to supporting a company in developing absorptive and transformative capabilities was stressed. As the use of technologies is necessary for KM initiatives, various types of technologies are integrated to serve different KM practices. A number of studies have already been undertaken regarding the classification of KM tools. The section further explores two aspects that are likely to be adopted for classifying KM tools: the processes

o f K M and the types o f technology. However, KM tools cannot be effectively used without

an understanding of the context in which they run. The section then continues on the use of IT in the food industry.

Chapter 3 - Organisational an d technological support

At the end, the chapter concludes that the supportive environment, specifically KM enablers and KM system, needs to be combined with the integrative role of KM process in order to present the holistic view of KM. Since knowledge management is a multi-faceted approach comprising various organisational elements, it is clear that implementation of KM initiatives is a mixture of management, culture, practices, technologies and human resources. Therefore, adoption of this holistic view for the empirical investigation should provide a greater comprehension of the context being studied.