Knowledge Management System Report: Contingency Hypothesis Analysis

This report delves into the realm of Knowledge Management Systems (KMS), presenting a comprehensive overview of the subject matter. It begins with a brief introduction to a case study, followed by a thorough literature review centered on "Contingency Hypothesis Development." The report explores the core concepts of KMS, its models, functions, and benefits, examining knowledge capture, codification, and associated tools. A critical discussion is included, evaluating the application of different KMS strategies based on environmental knowledge intensity and IS maturity. The report references various sources and concludes with a synthesis of the key findings, providing insights into the effective implementation of KMS within diverse business environments for achieving organizational objectives.

KNOWLEDGE
MANAGEMENT
SYSTEMS

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................3
1. Brief introduction of the case study........................................................................................3
2. Literature review on “Contingency hypothesis development”...............................................3
3. Reviewing K MS.....................................................................................................................7
4. Critical discussion...................................................................................................................7
5. CONCLUSION.......................................................................................................................8
REFERENCES................................................................................................................................9
Books and Journals.....................................................................................................................9
Online........................................................................................................................................10

INTRODUCTION
1. Brief introduction of the case study
Knowledge Management Systems is basically a information technology system, which
stores and retrieves the knowledge and leads to improve the collaborations, locating knowledge
sources ,mining repositories for the knowledge which are hidden, capturing and using knowledge
or enhances the knowledge management process.
This system helps the business in having the comprehensive knowledge management
system in their organisation.
The case study includes the entire description of the Knowledge management system, its
models, function, benefits, behaviour, knowledge capture and codification, ts tool which helps to
ascertain the requirements and needs of this into the business and different organisations. The
report will help to make understand this concept and also help to make familiar with the concept
which leads to easy implementation of the concept into the different business for achieving the
different effective goals and objectives efficiently(Xiaojun, 2017).
The case study has introduced some knowledge management tools which helps in
organising the system which are used in the sharing of information internally and externally and
the tools involves the customer relationship systems, knowledge base and learning management
system.
There are some models of the knowledge management system which helps the business
to effectively organise, share, access and update the business knowledge and information. one of
the model is being describe in the report is choo's Sense making Knowledge management model
which is sense making Km model (Wang and Wang,2016).
This model will help to make understand abut the way in which organisation uses the
information in context of three different ways that is sense making, decision making and
knowledge creation.
2. Literature review on “Contingency hypothesis development”
Theme: Contingency hypothesis development
According to Senderov and et.al.,(2016) the “Contingency hypothesis development” is
focuses on developing the strategic contingency model so that it helps in identification of
interrelationship between the characteristics, knowledge integration, organisational learning,
knowledge management innovation and capability, knowledge management strategy. This study

generally conducted by using the survey method. ANOVA and LISREL are adapted to test some
hypothesis.
As per Overton, Koile and Pastor, (2018) this strategy is based on the TOE framework
that is technology, organisational, Environment which helps in explaining the adaption of
Knowledge management systems in the organisation. In addition to this, dealing with te intensity
of knowledge from organisation environment so to achieve the desired and appropriate level of
the IS maturity is essential for the organisation to be more competitive in knowledge
management. For developing the contingency model these both concepts are need to consider so
that it help in suggesting the best strategy if knowledge management across different situation
weather internally or externally.
In view of Obeidat and et.al., (2016) there are basically four strategies of Knowledge
Management System which represent the contingent expectations at different level of the
environmental knowledge intensity and also the organisational IS maturity.
High knowledge intensity and high Is maturity
Representation of the knowledge is completely depends on the type of knowledge a there
are different type of knowledge which involves explicit knowledge and tactic knowledge. After
this the external codification strategy in the organisation focused on collection ans storing of the
codified knowledge in electronic database to make it accessible. it can be said that codification
referring both the knowledge of explicit and tactic. sharing the knowledge directly by the
individuals is directly encouraged by the personalisation.
This strategy of organisation for accessing the specialized external codified sources of
learning which includes technical reports, patents, trade journals and different other sources will
provide the opportunity to the organisation to improve their competitiveness buy setting and
following the benchmarking of other successful enterprises so that they able to convey the est
practices and strategies to their employees in order to achieve the points of the set standards or
for they set benchmark. This standardized codified knowledge is sensitive than tactic knowledge
which is embedded in the person. Hence, a firm is able to easily accept the external codified
knowledge and expand into the other activities and process so that they can generate the new
knowledge.
Laudon and Laudon, (2016) stated that organisation with the high knowledge intensity
depends highly on the external knowledge sources and these type of organisation are focused to

regularly monitor the other firms so that the able to identify and ascertain the superior and better
solutions to combine them in their own knowledge . This strategy ultimately helps in facilitating
the generating and sharing of the valuable organisational knowledge which heaps in making the
firms more creative and innovative. hence, collecting and accessing external knowledge will
enhance the creating , generating and sharing of the knowledge and also helps in achieving the
organisational innovation and on path of the growth and success.
A system oriented approach aims to focus on the codifying and storing of the knowledge
though IS orientation. As those firms having IS maturity are able to assess the specific
knowledge of the experts and then transfer that knowledge to other firms through using different
technologies which includes video conferencing, internet chatting, virtual reality systems,
groupware and other online communities for faster, effective and efficient communication.
Hence, firms with the high IS maturity an efficiently and effectively codified organisation
knowledge by using the IS oriented channels and tools. thus, organisation with high
environmental knowledge intensity and high organisational Is maturity are highly suitable by the
external codification strategy as this will help them in improving their firm's Knowledge
Management performance.
Low knowledge intensity and high is maturity
As per the Hughes and Gosney, (2019) internal codification is the strategy which refers
to the efforts of the firm to mange the knowledge generates internally or documented . This
strategy will help the organisation in improving the ability f the firm's to access, update and to
utilize the standardized and special codified internal knowledge as internal computer generated
knowledge helps in proving the ease if access .
This strategy helps in sharing the knowledge and enabling the firms in achieving their
economies by reusing and decreasing the search costs and this can be done by reconfiguring the
internal knowledge which is computerized so that it can fit to the new situations without
spending more on it and hence leads to improve the Knowledge Management performance. The
organisation with low knowledge intensity and high maturity are characterised on the bases of
synthetic knowledge and not the analytical ones.
In the view of Halawi, Mc Carthy and Aronson, (2017)For synthetic knowledge
environmental requirement is to applying the existing knowledge and strong orientation towards
for doing the specific problem but need to be routine. Low knowledge intensity firms need to

acquire the piratical skills so that it result in increasing the innovation and help in making them
focus towards the internal knowledge with the high IS maturity. Hence, it can be said that
internal codification considered to the best strategy form improving KMP in situation where
firms having high IS maturity ad low intensity.
Low knowledge intensity and low Is maturity
In the opinion off Griffith and et.al.,(2015) Internal personalisation is the strategy which
reflect the firm's ability to access, acquire knowledge from its internal people. This strategy helps
the business in improving their performance by making them focus on the internal and personal
oriented approach. This is the strategy which enhances the organisation not only in developing
their own competencies but also help them to control the tactic knowledge effectively and
efficiently in the entire KM process,
The firm with Low knowledge intensity are more intense to cultivate and utilise the
internally generated knowledge to improve the performance. A firm with Low IS maturity are
expected to improve Performance by depending on the human oriented networks,. Hence , this
strategy is considerer to be the best for the firms having low intensity and low IS maturity.
High knowledge intensity and low Is maturity
García- Holgado, García- Peñalvo and Rodríguez- Conde, (2015) states that the strategy
of external personalisation enhances the user to share the idea with the outsiders in order to solve
the problems in and environment of software development that is the firms orientation towards
the usage of personal learning. These situations helps in providing the opportunity for the firms
to generate the products with highly participated external customers as they depend on them.
Supplier is above to improve their competitive advantage by expanding and facilitating their
firm's base of knowledge.
Dorasamy, Raman and Kaliannan, (2017) Suggested that the personalisation strategy is
capable of yielding and producing the high Knowledge Management performance as contacting
directly with the outsider people to the organisation would help in generating accurate and
expands the knowledge base of company with different viewpoints. As external codification of
knowledge is reliable and appropriate for the firms having high knowledge intensity while the
firms having low IS maturity , they generate and share the knowledge through personalization
strategy as this strategy is more effective comparatively with external codification.

Wang and Wang, (2016) argued that the human network direct the organisational
members to generate and share the knowledge though direct and interpersonal interactions using
the externals sources and the professional groups in addition to the transferring of knowledge
through communication with the external reports. through personal contacts individual personal
knowledge can be share with the co workers . Hence,This strategy is best suited for the
organisation with low IS maturity and high knowledge intensity
3. Reviewing KMS
Knowledge management system is the type of IT system which aims to store and retrieve
the knowledge an helps in collaborating, locating knowledge sources in order to capture and use
the knowledge for purpose of enhancing the KM process.
As in the organisation the business get help from the KMS as it provides the set of
behaviours, process and the technologies which are designed to mage the information more
effectively and efficiently so that it helps in improving the learning, decision making process,
innovation, creativity, adopting efficient strategies and other keys which helps in driving the
business towards the success.
There are basically the four important components of the knowledge management
system, which helps the business in successful implementation of the system. This includes the
inside and outside knowledge which they create, organise, analyse, apply and transferring of the
knowledge and also the larders which act on this knowledge. The knowledge considered to be in
human context not into the machines(Xiaojun, 2017).
There are some basic elements of the Knowledge management system which conclude
as the knowledge creation bad capturing, knowledge sharing and enrich, Informing storage and
retrieving, Knowledge dissemination. Knowledge management system have strategies such
ultimately guide the business for betterment of the organisation and also contributes in benefiting
the shareholders. An effective strategy will help in increasing the understanding and awareness
of Knowledge management in the entire organisation(Wang and Wang,2016).
4. Critical discussion
Knowledge management system helps the business organisation in developing the
effective and efficient knowledge by using different strategies which can be used by them in
order to improve the overall organisation Knowledge management performance. The firm is in
different situation and are suitable for adapting the different strategies(Senderov and et.al., 2016)

. Basically the strategies are divided into four that is external codification, internal codification,
Internal personalisation and external personalisation. Depending on the situation that is relying
on the knowledge intensity and IS maturing different strategies are suitable for them(Obeidat and
et.al., 2016).
The strategies adopted by the firm's varying under different situation which helps them to
solve the problem and creation of the knowledge and information which help the in sharing and
solving the problems in innovative way which helps the companies in efficiently developing
their overall competencies so that they can be able to meet the benchmark and hence can
improve the entire Knowledge management system performance for the whole organisation.
5. CONCLUSION
From the above literature review it can be identified that knowledge management system
it the Information technology system helps the business in increasing the knowledge inside and
outside the organisation to make and share innovate ideas and ways to solve the problems and
help the firms in successful implementation of the KMS on their problems in order to resolve the
issues. The effective use of KMS helps in improving the company's efficiency and overall KMS
performance.

REFERENCES
Books and Journals
Dorasamy, M., Raman, M. and Kaliannan, M., 2017. Integrated community emergency
management and awareness system: A knowledge management system for disaster
support. Technological Forecasting and Social Change. 121. pp.139-167.
García-Holgado, A., García-Peñalvo, F. J. and Rodríguez-Conde, M. J., 2015, October.
Definition of a technological ecosystem for scientific knowledge management in a PhD
Programme. In Proceedings of the 3rd International Conference on Technological
Ecosystems for Enhancing Multiculturality. (pp. 695-700). ACM.
Griffith, M and et.al., 2015. Genome modeling system: a knowledge management platform for
genomics. PLoS computational biology. 11(7). p.e1004274.
Halawi, L., McCarthy, R. and Aronson, J., 2017. Success Stories in Knowledge Management
Systems. Issues in Information Systems. 18(1).p.64.
Hughes, C. and Gosney, M. W., 2019. Human resource development as a knowledge
management system: The importance of bridging the scholar-practitioner gap. In Human
Performance Technology: Concepts, Methodologies, Tools, and Applications (pp. 1716-
1735). IGI Global.
Laudon, K. C. and Laudon, J. P., 2016. Management information system. Pearson Education
India.
Obeidat, B. Y and et.al., 2016. The effect of knowledge management uses on total quality
management practices: a theoretical perspective. Journal of Management and
strategy. 7(4). pp.18-29.
Overton, G. C., Koile, K. and Pastor, J. A., 2018. GeneSys: a knowledge management system for
molecular biology. In Computers and DNA (pp. 213-239). Routledge.
Senderov, V. and Penev, L., 2016. The open biodiversity knowledge management system in
scholarly publishing. Research Ideas and Outcomes. 2. p.e7757.
Senderov, V and et.al., 2016, September. The Open Biodiversity Knowledge Management
System: A Semantic Suite Running on top of the Biodiversity Knowledge Graph.
In TDWG 2016 ANNUAL CONFERENCE.

Wang, Y. M. and Wang, Y. C., 2016. Determinants of firms' knowledge management system
implementation: An empirical study. Computers in Human behavior.64. pp.829-842.
Xiaojun, Z., 2017. Knowledge Management System Use and Job Performance: A Multilevel
Contingency Model. MIS quarterly. 41(3).
Online
A contingency model for knowledge management capability and
innovation.2019[Online]Available through
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