*2.2.1 Technology*

*Current Issues in Knowledge Management*

**2. Literature review**

**2.1 Knowledge management**

The most popular theoretical strategic management lens for the exploration of strategic inputs is the resource-based view of the firm (RBV) [13, 14]. As RBV literature developed, scholars increasingly focussed on the nature of intangible assets, as research showed that it was these assets that were the most integral to establishing a sustainable competitive advantage [15]. One such asset that has received increasing attention is the knowledge capabilities that exist within a firm, and how that knowledge can be accessed and applied to strategic decision making [16]. This has led to the establishment of the knowledge management (KM) field of strategic management research, an extension of the RBV focussing exclusively on the application and nature of knowledge in a competitive context [17, 18]. The concept of knowledge management (KM) has become the key theoretical frame-

Insofar as there has been research seeking to align principles of KM and sustainability, these have been retrospective in nature rather than deliberate and systematic [21]. Frameworks such as those by [22] have sought to improve the sustainability of the KMs themselves. Whilst this is a valuable pursuit that has the potential to benefit firm processes, it does not offer solutions to the effective management of sustainability. Other frameworks, such as, the one devised by [23] sought to reconfigure sustainability at the conceptual level so as to fit it into extant finance/ HRM/marketing KM structures. These have ultimately been proven to be insufficient for the challenges facing modern firms operating in today's competitive landscape [21, 24]. There is a notable absence in the literature of a KM that actually provides insight into the effective strategic management of sustainability [24]. Given its demonstrable importance to the strategic management process, and the noted absence of a knowledge management process dedicated to the sustainability concept, this chapter seeks to address the broad research opportunity to explore what elements comprise a sustainability knowledge management system.

The inclusion of 'knowledge management' as an organisational concept has been attributed to the McKinsey consulting firm in 1987 when they implemented a motion study of their information handling and utilisation processes [25]. For the purposes of this chapter, KM is defined as the systematic approach to the management of information and knowledge within a firm, including the identification, acquisition, storage, sharing, conversion, and application of knowledge for firm processes [26]. KM as an organisational process, therefore, seeks to facilitate the collection, application and development of firm knowledge to establish and sustain competitive advantage across three specific dimensions: (a) the strategic dimension—i.e., related to the strategic importance of knowledge and its management, (b) the managerial dimension—i.e., related to firm knowledge assessment and management, and (c) the operational dimension—i.e., related to the development and usage of knowledge and intellectual asset. The effective management of KM requires the firm to invest in knowledge management infrastructure—the key

elements of this infrastructure will be discussed in the next section.

For knowledge to be used to effectively and efficiently improve the strategic capabilities of a firm, it must possess an appropriate infrastructure (both

**2.2 Knowledge management infrastructure**

work through which knowledge is examined and researched [19, 20].

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In the early 2000s, researchers tended to emphasise the benefits of IT above all other organisational infrastructure assets in the knowledge management process [31]. Today, it is widely accepted that effective IT systems play a key role in contributing to organisational processes. However, research indicates that effective IT systems need to be adequately integrated with structural and cultural elements in order to substantively contribute to KM [30, 28]. When effectively implemented and integrated, technology-based assets and IT can contribute to more advanced knowledge creation, sharing, distribution and application [30, 28]. For example, KM systems relating to all of the discipline areas noted above are supported by wide array of advanced software packages (e.g., Zendesk, ProProfs KnowledgeBase, Atlassian Confluence, Bitrix24, etc.), and it is now considered a necessity for firms to invest in technology-based KM processes in order to remain competitive and responsive in dynamic market conditions [32, 33].
