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October 26, 2013

Essay on Challenges of Knowledge Management

Challenges of Knowledge Management



The challenges of knowledge management are absent in the link between the actual challenges and the historical process. Both practitioners and academics are contributing considerable attention to knowledge management due to its representation in global business as a challenge. However, in spite that an integrative approach is required by the complexity of knowledge management, knowledge management has become a specific feature of the matter for most of the studies. However, all external and internal factors are considered, and the process of management of knowledge has been impacted, the knowledge management challenges must be dealt in a holistic manner by the global business managers.
The importance of global knowledge management has been discussed and critically evaluated in this paper. The advance consideration of management of knowledge has been contributed in this paper, by contributing an integrative outlook struggling to establish the connection in global corporations (Alavi & Leidner, 1999, pp. 1). The allegations of the tasks for professional research and practice, the experiments of management of knowledge confronted by worldwide corporate groups and the knowledge management literature have been reviewed in this paper. Provision of understandings of management of knowledge in worldwide organisations and offering a global perspective of management of knowledge experiments for international corporate, the knowledge management literature has been added in this paper.


The History of Knowledge

Since the prehistoric Greeks, the learning of anthropological knowledge has been a dominant matter of beliefs, however, ‘justified true belief’, is the classical definition of knowledge. Knowledge is a merchandise of experience and social replication and is a meaning made by the mind, therefore, knowledgeable, in fact, can only be a human. However, the concepts of knowledge, information and data are generally misinterpreted. The indirectly meaningful and out of context, the observations or facts are represented by Data. Often in the form of a message, substituting facts inside certain significant content is resulted from information.

The Perception of Knowledge

Knowledge is far more beyond than data. Adapted with a combination of operation, techniques and rules cultured over practice and experience, information is a transformed and organized combination of information and is closer to the action. Typically from other people, the knowledge is increased through interaction of information. In complete, authenticated and meaningful information, information is organized, and processed material and data are raw facts and numbers.
However, knowledge is categorized as tacit and explicit. Hidden and unspoken are tacit knowledge, whereas, explicit knowledge is distributed, capture and understood in different formats (Ahmed &, 1999, pp. 304). This type of knowledge cannot be easily articulated by individuals as tacit knowledge is difficult to distribute, adapt , codify and capture. Knowledge has been assessed as an incomparable economical benefit and is acquired through personal experience.

The Perception of Knowledge by Resource-Based View

The organisations’ capabilities and resources are lately focused by the current effort in the capacity of financial theory and strategic organisation, which is known as the resource-based view of the organisation. In accordance to the resource-based view, the position of the firms must be done deliberately, established on their inimitable, appreciated and unique capabilities and assets. The significant deliberate source of the organisation is knowledge. For sustaining and building competitive advantages, knowledge becomes the most remarkable capability to apply, store, acquire, share and store. The management of knowledge has become critical for some corporations.

The Process and Management of Knowledge

By creating the factor of knowledge useful, the achievement of the goals of the organization is defined as knowledge management. Within the enterprise, it is the methodical management of knowledge-related policies, programs, applications and activities (Civi, 2000, pp. 166). The aim of knowledge management activities is to maintain and achieve competitive advantage and to create new knowledge by effectively applying an organization’s knowledge. Even, in the area of science management, management of knowledge is an evolving castigation.
 In an organization, it is an emergent process and deals with utilization of knowledge. It is essentially connected to learning and societal procedures inside the business and is established on the four main proportions of managerial knowledge-management procedure that can be recognized in the literature. Use, dissemination, embodiment and construction are the dimensions of knowledge.

The Dimensions of Knowledge Management

Inside the business, the creation of knowledge is the first element. The social creation of knowledge is included as well, and it is not limited to technological inputs. However, new organizational knowledge creation and knowledge acquisition are encompassed by this particular dimension. The personification of the created knowledge is the second dimension, whereas, in the conclusion of the procedure of societal transaction and comprehensive programs the embodiment is realized.
The distribution procedure is the third dimension, and throughout the organizational environment and organization, the espoused knowledge is disseminated. The use of knowledge is the final dimension and in regards to organizational outputs, it is seen as being of economical use. The outcomes of efficiency and the usage of the global knowledge-management procedure are assessed after it is used. Inclusive of complex interactions and recursive relationships, an on-going cycle is represented by the procedure of management of knowledge.

The Approaches to Management of Knowledge

Two main approaches to knowledge management focus on the transformation and capture of information into a corporate asset and the use and deployment of appropriate technology. The mechanism for managing knowledge and the information technology is emphasized by the first approach, whereas, processes and people are emphasized by the second approach. The elicitation of tacit knowledge and greater importance to human relations is attached by it. The knowledge management must be taken into account by the social and human factors since it is fundamentally an intense societal procedure.
Initiative work towards knowledge management will not be taken by advanced information technologies. In the area of management of knowledge, the most practical and theoretical common pitfall is to handle management of knowledge as management of data and evaluation and perceiving of knowledge as information (Gupta &, 2000, pp. 17). Aimed at the managerial knowledge-management procedure, the advanced systems with improving technical capabilities become meaningless and useless if they are not accompanied by strategic, structural and societal progress.

The History of Knowledge Management

An ancient quest has been demonstrated by a historical perspective of knowledge management of today’s world. In accordance to work’s prolonged performance, expertise and knowledge have been managed implicitly. Knowledge was a huge concern for all philosophers, scientists, and the first hunters. In order to understand their thoughts, individuals have constantly tried to approach knowledge management. However, in the year of 1980s, the summary of the word ‘knowledge management’ and the emergence of the explicit knowledge were focused.
As a result of several developments, methodical and categorical management of knowledge have emerged. Present perspectives of knowledge management are led by enhancement of understanding of international competition, globalization of business, human cognitive function, and sophisticated market actors by progress in strategic planning, management science and instant development of advanced information technologies. Commercial effectiveness explicitly orients and focuses presently on knowledge management. However, acceptance is gained by the viewpoint that primarily the human resources must be considered.

The Progress of Knowledge Management

A multi-faced structure has been emerged by knowledge management recently. The concurrent problems underlying in knowledge management have become broader than ever, and additional problems have been added by the emerging difficulties brought by globalization (Kalkan, 2008, pp. 390). In global corporations, the most significant factor is complexity of knowledge management. For global business, six fundamental knowledge management challenges have been identified by this study based on popular literature review and on academics.
In today’s world, the foremost management of knowledge challenges confronted by international corporations are, coping with increased competition, attention to human resources, utilization of IT and dealing with tacit knowledge and developing a working definition of knowledge, developing new organizational structures, and adaptation to cultural complexity. The needs of knowledge management process can be wisely responded by managers by comprehending these challenges.

The Global Business’s Knowledge Management Challenges

A working definition of knowledge must be developed by organizations as it is a requirement to discriminate amongst knowledge on one side and information and data on the other. It is highly important for the information creation period; else, the knowledge, information and data will be treated in the same manner by the organization. It will be impossible to utilize knowledge resources if knowledge will be undervalued (Lagerström & Andersson, 2003, pp. 84). As for knowledge management initiatives, IT advancement programs and data warehousing plans will be distinct efforts of the organization that will be both money and time consuming. Many failures and errors might be contributed by an absence of a working definition of knowledge in the process of knowledge management.
Same departments or different branches of an organization and various types of organization might have a different definition of knowledge. At the creation of the management of knowledge edge, based on a workable knowledge definition, the organization must be able to progress additional edges of management of knowledge by the challenge emerged by the constituents of knowledge in the organization. Therefore, social dialogue and interaction must be encouraged by the management of an organization. It will contribute in enriching the defining process; generate inputs for defining and sharing of insights in an informal manner.

Dealing with Utilization of Information Technology and Tacit Knowledge

Implicit knowledge is precisely problematic as almost all information is rooted in tacit knowledge or either tacit and much of its intrinsic value and meaning might be lost by abstracting it from its context of application as it is extremely positioned in the perspective. However, for sustaining competitive advantage, knowledge is an influential organization resource and is made difficult by tacitness.
However, tacit knowledge has not been emphasized by organizations recently and hence an additional categorical importance must be shown. The management must support programs that encourage and enables implicit knowledge sharing. Particularly in the situation of fundamental projects of knowledge, incentives of management might also be helpful for handling of implicit knowledge and for effective sharing.

The Cultural Complexity Adaptation

Some organization and managerial interventions to organizational culture are implied by the experience of cultural and social complexity global corporations. Since an important component of handling managerial renewal and change is organizational culture and the critical inhibitor of effective knowledge sharing are generally inappropriate culture. Therefore, by every means possible, the organizations must transfer to a knowledge-based philosophy. Throughout the organization, people are challenged to share knowledge by a knowledge-oriented culture.

The Solutions to Overcome Knowledge Management Challenges

Necessary activities and approaches, highlighted above, must be adopted by organizations to acquire the complex management of knowledge challenges imposed on them. For successful knowledge management initiatives, attentive, timely and appropriate responses are highly significant. A holistic approach is required by effective knowledge management, for which, the knowledge management challenges must be dealt and considered in a holistic manner by the global business managers and by considering all external and internal features that influence the process of management of knowledge.
The global business managers and leaders are addressed by different studies that are formed by the knowledge management literature. The alternative and critical assessments of management of knowledge enclosed material are beneficial for examination and are discussed in the literature of this paper.


Studies related to global business management and that are moderately beneficial for diverse features of professional exercise are comprised of literature on knowledge management. However, the entire image of management of knowledge challenged for world-wide corporate has not been effectively highlighted by the extensive studies. The key management of knowledge tests confronted by today’s international professional groups have been clarified, and with the historical development of management of knowledge, the critical findings of the literature have been evaluated in this paper. However, the implications of knowledge management for diverse features of managerial lifecycle and their detailed features of management of knowledge experiments for international corporate must be highlighted by further research. The capacity of international management of knowledge experiments will be found fruitful and extensive by future researchers.


Alavi, M., & Leidner, D. E, 1999, Knowledge management systems: issues, challenges, and benefits. Communications of the AIS, 1(2es), pp. 1. Retrieved from:
Ahmed, P. K., Lim, K. K., & Zairi, M, 1999, Measurement practice for knowledge management. Journal of Workplace Learning11(8), pp. 304-311. Retrieved from:
Civi, E, 2000, Knowledge management as a competitive asset: a review.Marketing Intelligence & Planning, 18(4), pp. 166-174.
Gupta, B., Iyer, L. S., & Aronson, J. E, 2000, Knowledge management: practices and challenges. Industrial Management & Data Systems, 100(1), pp. 17-21. Retrieved from:
Kalkan, V. D, 2008, An overall view of knowledge management challenges for global business. Business Process Management Journal14(3), pp. 390-400. Retrieved from:
Lagerström, K., & Andersson, M, 2003, Creating and sharing knowledge within a transnational team—the development of a global business system.Journal of World Business, 38(2), pp. 84-95. Retrieved from:
Mason, D., & Pauleen, D. J, 2003, Perceptions of knowledge management: a qualitative analysis. Journal of Knowledge Management7(4), pp. 38-48. Retrieved from:


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