Aug 2026· European Conference on Knowledge Management· 0 citations· 20 references
TL;DR
The study develops a lightweight, information systems-supported knowledge management strategy organised around three conceptual building blocks: Knowledge Hubs, Knowledge Capsules, and workflow-based safeguarding mechanisms, all supported by an enabling digital, governance and motivation layer.
Abstract
Tacit knowledge represents one of the most strategically significant yet poorly managed resources in knowledge-intensive organisations. Existing research has documented the limits of codification-oriented approaches and the persistence of tacit knowledge problems, but the field lacks an integrated, practice-oriented strategy that connects detection, description, and safeguarding of tacit knowledge into one operational framework supported by information systems. This paper addresses that gap. Drawing on eight semi-structured interviews with senior professionals in knowledge-intensive consulting roles, analysed through qualitative content analysis with abductive logic, the study identifies recurring problems across three core functions: detecting where critical expertise resides; describing tacit and experience-based knowledge in forms that others can understand and reuse; and safeguarding such knowledge when projects end or personnel change. The findings show that organisations do not primarily fail because of missing documentation. The central challenges concern the limited visibility of expertise, the difficulty of making experience-based knowledge communicable without losing its practical meaning, and the fragility of knowledge retention when it is tied to individuals rather than stable organisational structures. Information systems and artificial intelligence can support all three functions, but only when they are aligned with actual work practices and backed by clear governance and ownership. Based on these findings, and grounded in the Knowledge-Based View, Organisational Learning Theory, Sociotechnical Systems Theory, and a Practice-Based Perspective, the study develops a lightweight, information systems-supported knowledge management strategy organised around three conceptual building blocks: Knowledge Hubs, Knowledge Capsules, and workflow-based safeguarding mechanisms, all supported by an enabling digital, governance and motivation layer. The strategy does not aim for complete codification of tacit knowledge but rather for practical and structured support for its detection, description, and safeguarding in everyday organisational work. The paper contributes both an empirically grounded analytical framework and an operationalisable strategy for knowledge-intensive organisations.
This study examines how knowledge management, particularly tacit knowledge, is conceptualised andinstitutionalised within safety-critical environments. Despite advances in technology and decision-support systems,organisations continue to struggle to capture and integrate experiential knowledge into formal structures. Using aqualitative, theory-informed approach, the study combines a scoping review with document analysis to explore knowledgemanagement practices across aviation, healthcare, and nuclear sectors. The findings reveal consistent patterns across theseenvironments. Tacit knowledge is critical for decision-making but remains embedded in individuals and informal practices.Knowledge transfer is largely social and experience-based, while formal systems prioritise explicit knowledge. Organisationalstructures, governance, and culture further shape how knowledge is shared and institutionalised, highlighting a systemicmisalignment between knowledge characteristics and management mechanisms. Based on these findings, the studyproposes an integrated model for the institutionalisation of tacit knowledge in safety-critical environments, linking formalsystems, tacit processes, and organisational factors. The model offers transferable insights across safety-criticalenvironments.
Tumelo Maungwa, R. Mabaso, Wisdom Ndashe et al.· European Conference on Knowl...· 0 citations
This paper presents a practical (non-academic) case study of organisational knowledge-resource sharing through the corporate knowledge management portal at Mobarakeh Steel Company in Isfahan, Iran. It explains how a structured portal was designed and implemented to integrate dispersed knowledge assets, improve access to organisational experience, and support learning across operational and managerial domains. In many industrial organisations, valuable knowledge is created through operations, maintenance and repair, projects, audits, training, and continuous improvement activities; however, retrieval and reuse are often difficult because knowledge artefacts are distributed across multiple units and information systems. The experience reported in this paper shows how the portal was developed as a pragmatic response to this dispersion challenge. The portal was designed to provide a single point of access to a portfolio of knowledge resources, while explicitly considering organisational structure, content ownership, and access-control policies. The initiative was informed by established knowledge management concepts as well as practical frameworks for assessing and developing knowledge management capabilities (Alavi and Leidner, 2001; Bhatt, 2001; Davenport and Prusak, 1998; APQC, 2025). The paper also describes how the organisational context influenced the portal’s evolution. Prior experience in technology transfer, the implementation of management systems, the development of quality procedures and document control, training and empowerment mechanisms, and organisational excellence initiatives provided the foundation for more structured management of knowledge resources. Therefore, the portal emerged not as a standalone digital tool, but as part of a broader organisational effort to capture, reuse, and share knowledge. In this process, institutional standards and approaches, including ISO-based practices, contributed to structuring and consolidating the initiative (ISO, 2019).
Negar Erfani Jazi, A. Kiani, Mohsen Kermani et al.· European Conference on Knowl...· 0 citations
Background: Business analytics knowledge is a tacit resource that serves as a driving force in aiding data-driven decisions for organisational competitive advantage and efficient and effective service delivery. It is vital to explore the factors which impact knowledge sharing within data analytics teams.
Objectives: The study aimed to identify the prominent information systems capabilities and knowledge sharing factors which are vital for improved business analytics within the public enterprise organisations.
Method: Through a systematic literature review, this study examines the mechanisms by which knowledge retention can be achieved. Data were collected from AIS eLibrary, AJIS, Web of Science, Scopus and ScienceDirect databases. Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) guidelines were followed.
Results: The knowledge possessed by subject matter experts (SMEs) is business domain knowledge, which cannot be easily accessed unless it is retained within various knowledge repositories within the organisation. Such a situation results in public organisations losing out on their intellectual capital. The study findings reveal that social factors such as knowledge sharing, knowledge retention, scarcity in sourcing the right skills, analytics competence and analytics culture, trust, play significant roles in improving business analytics.
Conclusion: To reap the benefits, both social and technical factors should be considered as part of a social activity system, rather than being applied in isolation. This article discusses the best practices that public enterprise organisations should consider from a social perspective for improved business analytics.
Contribution: The study contributes to the body of knowledge through addressing the existing gap experienced by public enterprise organisations through investigating prominent factors influencing information systems capabilities and knowledge sharing for improved business analytics.
Shingai Javani, John Mangundu· South African Journal of Inf...· 0 citations
Software development is a knowledge-intensive activity, and managing knowledge effectively is essential to ensuring productivity and quality. Software reuse (SR) is a strategic approach that improves efficiency and return on investment, but sustaining reuse programs remains challenging. Organisations often struggle to manage the knowledge embedded in software assets such as code, designs, and test cases. Knowledge management (KM) processes—identification, acquisition, sharing, storage, codification, creation, application, and evaluation—offer a promising lens for addressing these challenges. Yet, recent work has paid limited attention to their explicit role in SR. This exploratory work analyses the recent literature on SR from a KM perspective, seeking to understand how the main knowledge processes support SR. To this end, a rapid literature review was conducted to identify studies that explicitly discuss KM aspects of SR. The review applied inclusion criteria focused on studies that explicitly discuss KM for SR, and exclusion criteria that removed unavailable studies, review-only studies, and studies that did not answer the research questions. Each selected study was then mapped, categorised, and analysed using a protocol aligned with the research questions, considering the KM processes addressed, the types of assets reused at each reuse level (specification reuse, design reuse, code reuse, application system reuse, and test reuse), and the research method employed. By structuring the evidence around these dimensions, the review helps characterise how knowledge processes are discussed in relation to different forms of reuse, different reusable artefacts, and both operational and strategic reuse concerns. Rather than consolidating a mature theory, the results indicate tentative paths for connecting KM and SR research. In particular, the analysis indicates a predominance of storage and codification, followed by application and sharing. At the same time, the findings highlight the need to deepen research on knowledge evaluation, test reuse, and the organisational conditions that help sustain software reuse initiatives over time.
Emilly Lopes, C. E. Barbosa, M. Argôlo et al.· European Conference on Knowl...· 0 citations
In the era of digital transformation, effective knowledge management has become essential for organizations to maintain operational continuity, improve productivity, and preserve critical institutional knowledge. The IT Department of Bank ABC faces challenges related to fragmented knowledge storage, limited accessibility to technical information, and potential knowledge loss due to employee turnover. These conditions affect the efficiency of knowledge-sharing processes and employees’ ability to retrieve relevant information when needed. This research aims to design a knowledge repository system that enhances knowledge accessibility and supports the preservation of organizational knowledge within the IT Department of Bank ABC. This study employed a qualitative approach through stakeholder interviews and literature reviews to identify knowledge management challenges, define knowledge requirements, and develop a repository design framework. The analysis was conducted using the SECI knowledge management model, knowledge taxonomy, and User-Centered Design (UCD) approach, supported by Unified Modeling Language (UML) modeling. The results indicate that the proposed repository design can organize operational and technical knowledge into structured domains while providing essential features, including document management, knowledge categorization, search functionality, role-based access control, approval workflows, and audit trails. The proposed system design contributes to improving knowledge accessibility, reducing knowledge silos, and strengthening organizational memory. In conclusion, the knowledge repository provides a strategic framework for Bank ABC’s IT Department to manage, preserve, and utilize knowledge effectively. Future implementation and usability evaluations are recommended to measure its practical impact.
Mohammad Anthony Gufron, Kun R. Wardhana, D. Sensuse et al.· Eduvest - Journal Of Univers...· 0 citations
A critique of organisational and management research concerns the limited practical relevance of scientific knowledge. While research excels at describing and explaining phenomena, it often falls short of enabling concrete action in practice. In response, the notion of actionable knowledge (AK) has emerged as a way to characterise knowledge that informs and supports decision-making and organisational change. However, the term remains conceptually ambiguous and is used inconsistently with definitions varying across disciplines. This lack of clarity hampers both theoretical advancement and the systematic identification of AK in empirical contexts. This paper addresses this issue by refining the concept of AK and developing a structured conceptual approach for its identification. Drawing on a review of existing literature, key similarities and differences between prevailing definitions of AK are analysed. Building on this, the paper proposes a set of nine criteria, grouped into three conceptual dimensions: (1) contextual relevance and quality, (2) accessibility and usability, and (3) impact potential and adaptability. These criteria provide a consistent basis for assessing whether knowledge can be considered actionable. Furthermore, the paper introduces a distinction between actionable knowledge and potential actionable knowledge, as well as the Actionable Knowledge Transformation Framework (AKTF), a conceptual framework which outlines how knowledge can be systematically transformed into AK. The proposed framework contributes to improved conceptual clarity and offers practical guidance for enhancing the usability of knowledge in organistions.
M. Müller, Georg-Friedrich Göhler· European Conference on Knowl...· 0 citations