**9. Conclusions**

**7.2. Pillar of process**

80 Knowledge Management Strategies and Applications

KM processes involve both formal and informal dynamics, ranging from casual conversa‐ tions in the hallway to socialization regarding work processes over departmental meals to pre‐arranged, focused discussion sessions held in meeting rooms. Organizations can devote extra efforts to engage major processes, including acquisition and capture, conversion and organization, storage and dissemination as well as creation and usage [27]. Further actions are required to interweave the KM processes holistically because such knowledge assets can

Knowledge is intricate with its multiple facets [1, 2, 28]. Management must identify its paucity and presence at individual, group, and organization contexts. Therefore, employees are encour‐ aged to tap in diverse sources, acquire the critical knowledge, such as core competencies and know‐how residing in a particular employee's mind, or capture the knowledge embedded within a particular organization process, or deduce good practices adopted from outside organizations. Efficiently and effectively conversing and organizing knowledge into the appropriate format for easy access and retrieval are crucial in the organizational KM agenda. Explicit knowledge, such as text‐based reports and procedural manuals, is relatively communicable to others. Thus, experts can explicate their knowledge and codify them in a structured form. By con‐ trast, tacit knowledge, such as capability to understand and to read the cues from customers' propensity to purchase, cannot be verbalized and articulated entirely to others. Organizations may have to devote extra resources to convert them into demonstrative video or narrative

good practices that can be learned by knowledge seekers through a different mode.

social conversation, or through a formal route, such as documented publications [28].

tilize ideas with colleagues from different disciplines.

**7.3. Pillar of technology**

Knowledge creation is occasionally a spontaneous process, where innovative ideas are not con‐ fined to the domain expertise or experienced colleagues. It can also be an emergence of a novel idea or one that adds value to reconfigure a current idea or enhance working practices, which, in turn, can be applied in new contexts. Management can encourage employees to explore their ideas playfully through trial‐and‐errors for invention. Furthermore, management can provide extra "time" resources to support creation, such as releasing employees from work to cross‐fer‐

In some organizations, knowledge management is closely associated with sophisticated sys‐ tems, enormous database, and advanced infrastructure. Management must realize that the pres‐ ence of KMS offers no guarantee that the users will automatically come nor hoard knowledge

Sharing is one of the most challenging processes if knowledge is confined as a personal asset rather than a social capital in the organization. Equipped with a sound incentive system (cov‐ ering both monetary and non‐monetary recognition), the infant KM stage may progress with a mandatory sharing from experts or experienced staff. During the growth stage of the KM program, sharing exercise can be regularly conducted with the active participation from the top management. Further sharing can be boosted on a voluntary basis, with many employees sharing and exchanging their good practices reciprocally through an informal setup, such as

be an added value to facilitate informed decision making and strategy.

Knowledge management has become one of the most important activities across different organizations. Management is struggling with the efforts to embark on KM initiatives and the minimal return in competitiveness. This exploratory study identified three KM pillars acting as fundamental constituents driving KM programs to attain a desirable organizational performance. The findings showed that organizations perceived the KM pillars differently, which influence their practices to implement KM strategy. The orientation toward differ‐ ent KM pillars resulted in varying effectiveness of organizational performance. Adapting a hybrid strategy is concluded to yield better results. Accordingly, actions are recommended to enable organizations to re‐examine their current status and adopt changes for balanced KM programs.
