Reference no: EM132816676

A vast amount of knowledge resides within the innovative organizations. A significant portion of this knowledge, which includes standard operating procedures, lessons learned, best practices, manuals, and documentation; need to be captured, stored, codified, and shared. Instead, most of the knowledge resides in silos with individuals throughout the organization, and when the employees transfer or resign, the knowledge moves with them. In line with this argument, several KM scholars have also indicated that when the employees move from or quit an organization, the knowledge "walks out of the door" with them. To resolve this problem, the innovative organizations need to develop a knowledge-based platform that comprises several components, such as knowledge repository, communities of practice, expert directory, and other virtual applications. In relation to this initiative, there are challenges and issues in realizing knowledge capture and sharing behaviour in the innovative organizations. Although their management has provided a large amount of funding in developing these knowledge-based platforms, they could not make a conducive and effective KM behaviour in these organizations. Despite strong efforts to systematically define processes and technology solutions, prior studies by the KM scholars have asserted that 70% of organizations implementing a company-wide strategy for knowledge sharing and transfer fail to realize improvement in performance or to develop core competencies, such as innovation and research development.

Based on this scenario, answer the questions below:

Question 1: What do you think the main issues for KM initiatives? Elaborate THREE (3) issues or gaps that you have identified in this scenario.

Question 2: As the KM consultant, suggest THREE (3) solutions on how the organization can improve the situation. Elaborate your answers.

Question 3: Based on your own opinions, describe FOUR (4) main success factors for KM initiatives.