Knowledge Management in Healthcare

This assignment delves into the crucial role of knowledge management within the healthcare sector. Students are tasked with analyzing various theoretical frameworks and practical applications of knowledge management in healthcare settings. The focus is on understanding how knowledge sharing, tacit and explicit knowledge utilization, and successful implementation strategies contribute to improved patient care, organizational performance, and innovation within the healthcare industry.

Running head: KNOWLEDGE MANAGEMENT
Knowledge Management
Name of the Student
Name of the University
Author Note

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The concept of knowledge is difficult to define; similarly the concept of the
Knowledge Management (KM) is also difficult to explain in words (Lloria, 2008). However,
defining the concept of KM is somewhat similar to that of the knowledge itself. According to
the Lehaney and his team of worker (2004), the process of knowledge management is defined
as process of systematic organisation planning, scheduling, development of people,
monitoring the process and the technology of the organisations under stringent targets and
feedback mechanisms. The information gathered through knowledge management helps in
the achievement of the strategic aims that in turn helps in the improvement of the
competitiveness and subsequent improvement of the overall performance of the organisation
upon several grounds like financial, political, legal, technical and cultural (Lehaney et al.,
2004).
The flow of the knowledge within the organisation takes place under the effective KN
system (KM). There are several components of the KMS

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Figure: Different Components of KMS
Source: Becerra-Fernandez & Sabherwal, 2014
Apart from having several components, KMS also gets overlapped with the other domains of
the business organisation
1.StrategyforKMProblemPurpose/ObjectivePolicyGovernanceCultureRisk2.ActorsoftheKMSOwnerResourceClientsManagersEnablersBoundarySpanners3.InfrastructureofthesystemFacilitiesEquipmentRepositoriesInstrumentsSoftwareHardwareNetwork4.FunctionalityoftheSystemLogicBusinessRulesTransformationIntegrationTailoringAdministrationReportingProceduresContentmanagement5.DeliveryfotheKnowledgeModeFacilitationStyleTechniquesAccessControlAccessibilityPersonalization6.ContiniousImprovementPlanFeedbackPerformancemanagementFeedbackReviewandAuditBenefitsRealisation7.ContentoftheKMSLifespanAuthoringPublishingValidationandreferencingStewardshipofthecontentSecurityTaxonomyCatalogueVersioncontrolDisposal

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According to Cross (1998), Knowledge management is the discipline of creating a
thriving work and learning environment that fosters the continuous creation, aggregation,
use and re-use of both organizational and personal knowledge in the pursuit of new business
value”. This concept of Cross can be clearly represented in this via unidirectional diagrams
as given below.
(Source: Lloria, 2008)
The aspect of knowledge management is closely integrated with organizational
learning. The KM initiatives help the organization in embedding knowledge within the
organizational processes for improving the practise and behaviour, for achievement of the
process goals and outcomes (Wirtz et al., 2016). The knowledge is created through four
patterns of interactions such as-socialization, externalization, combination and
internalization.
Socialization is the process of the development of common tactic knowledge through
interactions including- imitation, apprenticeships or observations. Externalization is the
process of articulation of tactic knowledge into explicit knowledge by means of metaphors,
sketches and analogies. Combination is the process of assembling of new and existing
knowledge into systematic knowledge, which can be used to design the prototype of a new

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product. The process of internalization helps in the conversion of explicit knowledge into
tactic knowledge.
Figure: Modes of knowledge creation
(Source: Meihami & Meihami, 2016)
This concept of knowledge management can further be subdivided into various
categories where the beneficial side of the KM in the improvement of the overall
organizational setup can be explained clearly.
Transactional KM states that the use of the knowledge is totally inclined over the
technology of application. Here a defined set of knowledge is presented to the users who are
associated with the system. This helps to complete a unit or work or a process of transaction
on time (Birasnav, 2014). For example the rules of handling an order or managing customer
query. In this module, the knowledge is pre-packed and then delivered to the user during the
course of interaction. Interaction here occurs with the system at the time of customer
transaction or while handling any customer problem. In transactional KMS, there is always a

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choice for the user regarding how he or she wants to channelize the knowledge (Binney,
2001).
Analytical KM bestows interpretations or creation of completely new from od
information. This information is extracted either vast amount or in disparate sources of
material. The application of analytical KM deals with large amount of information or data
that are specifically are utilised to extract patterns and trends. Analytical information
generally remains hidden due to its vastness and difficult of turning the data into information
(Rollett, 2012). There are several applications of traditional analytical KM. Few of the
notable application involve of the analytical KM is proper management of the information
systems along with data warehousing. Here the data or the information are generated
internally, within the organisation and are mainly focused on the customer-related
information. It helps in product development and assists in other areas of marketing (Binney,
2001).
Asset Management KM is mainly focused on the process that is inclined towards the
management of the assets that are solely based on the knowledge. Asset Management
involves two main things like management of the explicit knowledge and management of the
intellectual properties (IP). It also deals with the processes that have evolved surrounding the
exploitation, proper identification and subsequent protection of the IP (Ang, 2014). The
knowledge about the asset is the by product of doing-business and are mostly unknown
during the time of creation of the business. This is because; capturing product development
history requires some sort of intervention (Binney, 2001).
Process-based KM encompasses the improvement and codification of the process and
refers to the work procedures and practices or other associated methods. Process-based KM
can also be defined as an outgrowth of the other associated disciplines. The discipline under

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the banner of process-based KM includes process reengineering (Alegre, Sengupta &
Lapiedra, 2013). The knowledge produced in this particular category is popularly. This
knowledge is frequently termed as "engineered assets" and it is utilised by the third parties or
other specialists who are working along with the practitioners to document these best
practices (Binney, 2001).
Developmental KM applications are mainly focused on the increasing capabilities and
competencies of a particular group of workers of the industries. This is kind of KM is
increasing popular in the corporate world as it involves in the productive investment in the
human capital. The developmental KM is mostly based on both explicit and tacit knowledge
(Binney, 2001). The developmental knowledge that is shared within the employees can be
sub-divided into tacit or explicit knowledge. Under the banner of explicit knowledge, the
users are free to collaborate their values and the use of the knowledge. Tacit knowledge is
defined as a process of knowing how. This form of knowledge is strictly embedded inside the
human brain that is it is a kind of personalized knowledge that is gained during the course of
life. Tacit knowledge is difficult to share via verbal exchange of data and manual
documentation of the data. The concept of tacit knowledge is associated with the skills of
individual while staying embedded within the context. Thus tacit knowledge with its
versatility of the terms are frequently entitled as multidimensional knowledge that is specific
to content and is completely inclined towards any particular practice and thus it is practice
related. However, there are certain challenges towards in proper implementation of the tacit
knowledge like proper identification of the concept from the tacit knowledge and its
successful implementation as explicit knowledge (Hislop, 2013). Under the banner of the
developmental KM, the majority of the applications cover the proper transfer of the explicit
knowledge. The transfer of explicit knowledge takes place under proper planning and
interventions of the tacit knowledge via the process of developmental interventions like

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experimental assignments or memberships in a particular community of interest (Huang,
Hsieh & He, 2014).
The sharing of knowledge is critical for success of a firm at present day's competitive
market. Effective encouragement of the employees to share important or helpful information
across several sectors of the organisations can increase the firm's competitiveness and thereby
helping the firm to sustain their financial advancements (Hau et al., 2013). Numerous studies
that have been carried on the organisations has proven that the sharing of the knowledge
among the employees or the team members is crucial for maintaining high standards in the
groups along with organizational productivity (Liu & Phillips 2011; Lindner & Wald 2011).
It also helps in the promotion of the employee capability and innovations (Andreeva &
Kianto, 2012).
The health of the population is important for disease prevention, promotion of the
healthy life initiatives and framing of the health policies (Craig et al., 2012).
GlaxoSmithKline is a well-known health care enterprise that is cherished around the world
for its enriched source of information and sophisticated pool of knowledge. Since its
inception, GlaxoSmithKline has modified their range of health care and pharmaceutical
products based on KMS and thereby promoting the sustainable development of the company
in the global scale (Nisen & Rockhold, 2013). KMs also bestowed the company with
operationalize knowledge in the domain of healthcare which has helped the company to
formulate their strategic decision making (Von Krogh, 2012).
Health care sectors under whose banner GlaxoSmithKline belongs is considered to be
data rich as they are capable of generating huge amount of relevant scientific data like data of
the successful clinical trials, new drug related discovery, disease gene related information and
other benchmark findings including administrative reports (Ryan et al., 2012). Thus

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GlaxoSmithKline gives importance of the KMS under the banner of the Data Mining.
GlaxoSmithKline has facilitated the migration of the empirical raw data towards the source of
empirical knowledge that can deliver an effective window for the proper internal dynamics of
the health care enterprise. In GlaxoSmithKline the main source of knowledge came from the
several scientific sources like information related to infectious disease, threats towards
bioterrorism and other large scale disasters and lifestyle disease. GlaxoSmithKline
knowledge management system targets these sectors of health threats and modifies their
product-line up accordingly.
The concept of the KMS in case of GlaxoSmithKline s effective exchange of the both
explicit and tacit information in order to successful operate difficult bio health scenario like
emergencies and disaster response. Here the tacit knowledge is an important resource that is
the principal determining feature for any healthcare bodies who are dealing with public health
concerns (Kothari et al., 2012). The health care practitioners who are serving for
GlaxoSmithKline promote development of new medicines for the successful treatment of the
fatal diseases via effective implementation of the tacit and explicit knowledge (Kothari et al.,
2012).
Table: Examples of other firms and their application of knowledge management
Accenture: Its main strength is information technology management. For example, Lotus
software is identified partner of Accenture and it clearly describes the effective use of the
knowledge as a as the substitute word for information.
Cap Gemini: Here the concept of knowledge management is embedded with the management of
the sustainable intellectual capital.
Deloitte and Touch: Here knowledge management is facilitated under the banner of the
intellectual approach that promotes capture, creation, organisation and access of the adequate

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enterprise information
McKinsey and Company: here knowledge is used as a term that is synonymous to information
Price water house coopers: Here KM is accessed as “intellectual asset management practise
where the majority of the issues are related with licensing and merger & acquisition of the
intellectual assets.
(Source: Wilson, 2002)
In spite of wide range of popularity of the concept of KM in several sectors of the
corporate organization, T.D. Wilson in the year 2002 opined that “Knowledge management is
an umbrella term for a variety of organisational activities, none of which are concerned with
the management of knowledge”. The same concept has been further verified by Mohamed
Ragab and Amr Arisha in the year 2013. According to them, there are several overlapping
areas in the knowledge management. This is due to the fact that KM has no clear boundaries
and on contrary, heterogeneous in nature that generates overlapping with several other
domains.

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Figure: Overlapping areas between KM and other fields
(Source: Ragab & Arisha, 2013)
Figure: Paradigms in knowledge management
(Source: Lloria, 2008)
With advent of numerous business firms have increased the competition in the
business world. The companies, in order to sustain their position in this competitive global
market, keep a constant watch on the market growth. They also reduce their number of cycles

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and operate with minimum fixed number of assets while reducing their time devoted for the
product development.
Human Resource Management System (HRMS) is plays a crucial role in contributing
to the proper management of the organisational knowledge (Daley, 2012). For the proper
movement of the organisation, the technology needs to satisfy the gaols and the challenges of
the organization. One of the principal challenges that are being faced by the managers
regarding is, how to sustainably manage the organizational knowledge (Koenig &
Srikantaiah, 2004). The knowledgeable workers are stalwarts starting from the marketing
professionals, HR managers, project managers, business analyst and software engineers.
Knowledge is the principal component of their work and hence they consume and also
simultaneously generate knowledge on daily basis (Bratton & Gold, 2012).
Moreover, the concept of the tacit management or explicit management is not that
popular among the employees in the organisation too. In the majority of the organisation, at
least 20% of the employees are capable of generating at least 80% of the knowledge. Those
who are the sole contributor of knowledge development do so only for the benefit of the
organisation or for the benefit of the fellow employees. However, they only get rewarded if
the knowledge generated by them is used or cited for any purpose of the organisation. In
order to motivate the employees incentive schemes are used as a tertiary pillar for the optimal
performance management (Rasula, Vuksic & Stemberger, 2012). These incentive schemes
come in the form of annual bonuses or monthly reward.
Resource based view of GlaxoSmithKline
GlaxoSmithKline is a UK based second largest healthcare and pharmaceutical
company. GSK are the industry leaders claiming seven percent of the share of the World’s
pharmaceutical market. GSK is researching into medicines and vaccines for the three priority

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diseases enlisted by the World Health Organization which are HIV/AIDS, tuberculosis and
Malaria. Some of the consumer health brand names of GSK are –Tum, gaviskon, Sensodyne,
Aquafresh toothpastes, spectro gel skincare products, which are household names in the
United States and around the world. The driving force behind the company’s business is
science. The organization has a separate research and developmental wings for providing
products of best quality to the target consumers.
The intellectual capital of the organization can also be referred to over here, which
helps in strengthening the core assets of the company. GlaxoSmithKline focuses upon
strengthening its position in the inflammation markets by acquiring the patent rights of the
important discoveries ("Home | GSK", 2017). However, the same often results in the
development of a number of ethical dilemmas within the organization owing to disparity
between the staff and the management. As commented by Ostrom, Parasuraman, Bowen,
Patricio & Voss (2015), there are much more important assets within an organization than its
products. An important resource base of the organization is its staff or workforce. Therefore,
the intellectual capital assets should be focussed upon the training and the development of the
staffs. In this respect, disparity is often faced with regards to claiming for the intellectual
capital. As per the company directive any new discoveries made by the organization belong
to the sole discretion of the company. The employees claiming to have made the discoveries
cannot claim for the patents rights of the same. As commented by Meyer & Peng (2016), the
internal disparities often results in huge number of employee turnover. In this regard, the
GlaxoSmithKline Company provide royalty bonus to its R&D staffs for motivating them
further.
IT provides several functionalities that enable effective knowledge management. It
plays an important role in supporting the knowledge creation. For example, active
socialization demands logical exchange of words between two or more interactive persons

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who have identical or nearly similar overlapping interests. Numerous organization set up
yellow pages that enlist experts and their related domain of expertise (Von Krogh 2012).
These yellow pages facilitate socialization via pointing to the source of the tacit knowledge.
The storage and retrieval of the functions are the main application of yellow pages. The
search process associated with these yellow pages is enhanced via information technology.
Information and Communication Technology (ICT) can be used to provide education
to everyone and everywhere. The usefulness and Quality of the ICT enabled teaching and
learning depends upon instructional design and appropriateness of the delivery services. In
this respect, some workers may be capable of autonomous learning wholly by online means,
whereas others may need face-to –face or slight mentoring. The implementation of ICT helps
in redefining the role of the teacher from instructor to that of constructor, which helps in
facilitating the learning environments. However as argued by Rasula, Vuksic & Stemberger,
(2012), most of the ICT based training methods are available for white –collars working in
large organizations. It also needs to be made available for small scale organizations. Some of
the tools which could be used for effective knowledge management within organizations are
–intranets, portals and collaborative tools. The GlaxoSmithKline posts important notification
regarding its products and policies to the employees directly through its portal. This helps in
keeping the workforce updated regarding current developments as well as educates them
regarding the present market trends.
The intranet is a private hub that can be accessed by the authorized users within a
business organization. It is used for internal communication and collaboration between
various departments within the organization. As commented by Meyer & Peng (2016), the
ICT help sin bridging of the communication gap. The implementation of the ICT tools can
help in tracking down the issue faced by the consumers. Here, GlaxoSmithKline maintains

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separate ticketing software to offer a 360 degree approach to customer support and service
("Home | GSK", 2017).
Table: Other areas of IT that are designed to promote KM
(Source: Rasula, Vuksic & Stemberger, 2012)
Thus from the above discussion, it can be concluded that the domain of KM is
currently challenged with the theory-practice gap. This gap has numerous indicators and one
of the major indicators is the vast majority of the KMS framework that has been presented in
their conceptual forms and hence fails to offer proper action plans for optimized
implementation. The proposed concept of KM has no pragmatic applications in the real
world. This concept is relevant in the present scenario of the competitive market. Thus
sharing of information mainly promotes employee performance and thus promoting
companies financial as well as market success. So in order to promote a working KMS,
several sectors of the organization must come forward. The Pharma industries must also
come forward towards effective promotion of the KMS in order to create a thriving learning

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and work environment that is capable of fostering continuous creation of information, sharing
of knowledge and use and the reuse of both organisation and personal knowledge.

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