Human Performance Improvement

Literature Review

Purpose: Research and write a literature review on an intervention of your choice.

Deliverables: Literature review

Topic: Knowledge Management Systems with Information Technology

Running Head: KMS-IT LITERATURE REVIEW 1

Knowledge Management Systems with Information Technology Literature Review

Rolanda Farmer

University of West Georgia

KMS-IT LITERATURE REVIEW 2

Knowledge Management Systems with Information Technology Literature

Introduction

Technology has brought about changes in the way information is managed and

disseminated. Many organizations, both private and public, have a tremendous need to share

information among its employees for the improvement of performance and service delivery, if

they are to remain competitive. The information is knowledge that employees use to improve

their work, and often pertains to policies, procedures, tasks, and troubleshooting. Increasingly,

organizations are turning to Information Technology Knowledge Management Systems as a

central location to store, manage, and provide valuable access to knowledge (Merlo, 2017). The

growing dynamics and complexities of work now requires timely knowledge for employees to

increase their abilities and skills (Zhang, Vogel, & Zhou, 2012). Traditional methods of sharing

information, such as libraries, files, and manuals are no longer effective or sustainable.

Researchers have conducted empirical and nonempirical studies to examine the effectiveness of

technology use within knowledge-sharing organizations.

Search Parameters

In searching the keywords “human, performance, improvement, information, technology,

knowledge, management” in various sequences within GALILEO (Georgia’s Virtual Library),

several studies emerged. Relevant research studies were found in the EBSCO, Business Source

Complete, Open Access Journals, and Computer Source databases. Organization of the literature

review will revolve around common themes, and will note less common, yet critical factors that

affect Knowledge Management Systems as a Human Performance Improvement intervention.

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Literature Review

The review will focus on the history of knowledge-sharing and Knowledge Management

Systems, the effectiveness in improving human performance, the value and impact, organizational

structures and learning cultures, integration and implementation, challenges, and controversies.

Less common themes that surfaced were failure rates, social loafing, and leadership roles.

Results of the studies varied and were inconclusive, leaving the topic open as technology

advancements pave the way for further research. Identifying the scope of Knowledge Management

Systems that use information technology has provided insight on its effectiveness as an

intervention for Human Performance Improvement.

History of Information Technology Knowledge Management Systems

Traditional methods of learning and sharing knowledge are no longer effective for a

sustainable future (Lazar & Robu, 2015). Current information technology supports the

integration of knowledge transfer networks (Kim & Lee, 2006). Traditional knowledge-sharing,

such as face-to-face training, libraries, and hard copies, are not as quickly accessible as

information technology-based Knowledge Management Systems. Today, computers are vital and

have a significant role in how people interact. Connecting individuals, processes, and technology

are three major elements that are vital in promoting learning by establishing a culture of

knowledge-sharing (Merlo, 2017).

Addressing Performance Problems

Effectively implementing a Knowledge Management System reduces performance gaps.

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With information technology, employees have the capability to share work experiences, their

creative solutions, and expertise with other employees across units and teams (Kim & Lee,

2006). Knowledge resides within employees as experience, creativity, skills, information, and

insights (Chuang, Liao, & Lin, 2013). The ability to share and quickly disseminate knowledge,

communicate, collaborate, and respond necessitates the use of Knowledge Management Systems as

an ideal intervention.

An investment in a Knowledge Management System favors positive information flow

when a learning culture is established through the shared vision of the needs of the organization

and its employees, and by enhancing new and existing processes using Knowledge Management

technologies (Merlo, 2017). This leads to a competitive organizational advantage, which

promotes positive internal and external customer service. The potential for superior employee

performance exists when resources are available to drive performance that in turn outperforms

the competition (Chuang et al., 2013). Human performance is improved in terms of responding

appropriately to a situation or problem.

As shown in Table 3, empirical, qualitative interviews conducted by Zhang et al. (2012)

discovered key knowledge that employees share and their methods of sharing. The state-owned

company, Anhui State Grid Corporation (ASG), of China, provides technology services and

electronic manufacturing. Its 606 employees were in offices throughout several cities during the

interview process, which focused on smaller subgroups totaling 16 interviewees. The study found

that Knowledge Management Systems are most effective when multiple functions are integrated

to provide rich knowledge, such as knowledge tracking and storage, rather than one single function

(knowledge tracking or storage). Employees who were interviewed responded with both positive
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and negative results in participating in their organization’s information technology Knowledge

Management System. Having visibility of who is contributing to the Knowledge Management

System brings the employee praise from management. However, at times, names are entered for

senior level staff, leaving out lower level staff who contributed (Zhang et al., 2012).

Quickly accessible knowledge-rich environments reinforce the importance of effective

knowledge-sharing and the development of trustworthy relationships (Merlo, 2017). Relationship

development among employees was a theme that surfaced throughout the literature review.

Active sharing of knowledge results from a trusting and open culture within an organization.

This behavior speeds communication by enabling employees to share knowledge freely.

Additionally, knowledge-sharing cultivates involvement and contribution in achieving

organizational goals (Kim & Lee, 2006). Information shared systematically as an employee

resource has the potential to resolve organization problems and increase productivity (Merlo,

2017) and social performance (Lazar & Robu, 2015).

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Lack of access to knowledge is costly to employers, and information can be challenging

to find. However, when employees miss out on valuable information because they do not know it

exists, organizations can lose tens of thousands of dollars per employee in lost productivity.

Knowledge Management Systems as an intervention improves competency and productivity by

establishing methods and procedures to find solutions (Lazar & Robu, 2015).

Results of Knowledge Management Systems as an Intervention

Learning organizations are proficient in acquiring and transferring knowledge and

altering behavior to indicate new insights and knowledge (Lazar & Robu, 2015). By using other

employee’s best practices and experiences through Knowledge Management Systems,

knowledge can be transferred efficiently and quickly within the organization (Lazar & Robu,

2015). Merlo (2017) found that having access to information promoted an environment suitable

to enabling performance improvement through continuous learning. Social collaboration and the

exchange of information aided in creating the most effective systems of learning through

knowledge-sharing. Developing user-friendly information technology applications resulted in

significantly higher levels of knowledge-sharing (Kim & Lee, 2006). Ease of use was important

in the adoption and success of Knowledge Management Systems, as employees desire a system

that is free of effort (Kim & Lee, 2006). Furthermore, Merlo (2017), states that Knowledge

Management maximizes learning and collective experiences in an environment that benefits the

organization as well as its individual contributors.

Knowledge Management Systems improve human performance by attracting specialists,

organizing information for storage and retrieval, knowledge-sharing, quick dissemination of

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information, and innovative technology that promotes productivity and problem solving (Merlo,

2017). A successful knowledge-sharing organization can result in bringing in new clients and

work, reducing risk through consistent service delivery, more confidence among staff, and

greater overall satisfaction (Lazar & Robu, 2015). With knowledge being a key asset,

organizations should promote and encourage employees to be creative and flexible in sharing

and attaining knowledge (Merlo, 2017). Recognizing knowledge as an asset requires

organizations to treat it as any other tangible resource, which requires an investment (Lazar &

Robu, 2015).

Knowledge Management Systems Advantages and Disadvantages

One advantage of having an Information Technology Knowledge Management System is

that it gives organizations a competitive lead, which increases its capabilities, resulting in overall

organizational performance improvement (Chuang et al., 2013). Knowledge Management

Systems are especially effective in larger organizations where it can be difficult to efficiently

organize, maintain, and distribute information and collective knowledge (Lazar & Robu, 2015).

Employees benefit from incentives such as performance-based rewards when they share and use

Knowledge Management Systems (Merlo, 2017). In addition, changes to employee performance

lead to superior organizational performance as a result of leveraging and integrating knowledge

into Information Technology Knowledge Management Systems (Chuang et al., 2013).

Some disadvantages of Knowledge Management Systems surfaced throughout the

literature review. One was the cost of implementation. Organizations that do not invest in

information technology support for Knowledge Management Systems may not achieve
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expected outcomes (Chuang et al., 2013). Knowledge Management Systems are challenging to

implement in some organizations. Concerns about technology complexities, employee’s

willingness to use the systems, and standardization practices leaves questions about the

effectiveness of the systems (Merlo, 2017).

Additional Patterns and Themes

Other findings that emerged throughout the literature review included leadership roles,

employee incentives, social loafing, and high failure rates. Leadership participation is needed to

provide a vision, approve, and authorize a Knowledge Management System for successful

execution (Lazar & Robu, 2015). Leaders should periodically conduct formative and summative

surveys to obtain employee feedback, which is instrumental in the development of a knowledge-

sharing system (Kim & Lee, 2006). Leadership involvement and incentives have been suggested

as methods to promote successful performance outcomes. Kim and Lee (2006), discovered in

their study that without incentives, which include job retention, professional development,

personal recognition, and performance rewards, that employees are less likely to want to

participate in sharing their knowledge.

In addition, a high failure rate was found to arise when an employee engages in social

loafing. This is when an employee uses other’s knowledge without contributing their own

valuable knowledge to others through a Knowledge Management System, most notably in online

environments (Zhang et al., 2012). This free ride can, however, be reduced with knowledge-

sharing visibility, in which users and their behavior can be monitored and identified.
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Gaps in Literature

Research gaps exist when studies have been inconclusive or too specific. Zhang et al.

(2012) conducted an empirical, qualitative case study, with a sample size of 16 interviewees

from one company in China. The implications for Knowledge Management System

functionality, practice, environment, and other factors could be specific to the company, or to

China. The study was too small to generalize the effective use and practice of Knowledge

Management Systems using information technology, and leaves open the opportunity for future

research. Three suggested areas for further research are to collect additional data from other

departments and employee levels within the same company, and to examine Knowledge

Management technologies and Knowledge Management visibility in other types of companies, as

well as to study companies in other countries.

According to Chaung et al. (2013), their empirical study utilized surveys to capture data

from 119 high tech firms. The responses were voluntary and were received from a self-selected

group, which potentially affected variance. The study focused on high tech firms which leaves

open the opportunity to investigate other industries’ use of Knowledge Management Systems.

Lazar and Robu (2015) found that the roles of leadership can be further examined in the success

and implementation of Knowledge Management Systems. Leaders with a vision who can

authorize a knowledge-sharing system and have organizational expertise could model a plan for

other organizations. Furthermore, research gaps exist in the investigation of employee

knowledge-sharing capabilities. Some of the questions that remain to be examined are: What is

the nature of the employee’s knowledge? What factors motivate their sharing of knowledge?

What is their relationship with the recipients of the knowledge? What is the impact on
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organizational performance? (Kim & Lee, 2006). Studies in subsequent years have left similar

questions unanswered, potentially as a result of continuously changing and advancing

technologies.

Conclusion

Lastly, Knowledge Management Systems using information technology have been found

to be a useful resource for employees in both public and private sector organizations. As

technology continues to advance, opportunities exist to develop systems that employees find to

be both resourceful and user-friendly. Incentives for using the systems can vary widely, as does

the impact to Human Performance Improvement. As a user of Knowledge Management Systems

using information technology in both public and private sector employment, usage varies widely.

The quality of the information within the systems differ depending upon leadership’s role, the

importance of the information in conducting business, the impact on the organization, and the

repercussions of disseminating misinformation when correct information is available.

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References

Chuang, S.-H., Liao, C., & Lin, S. (2013). Determinants of knowledge management with
information technology support impact on firm performance. Information Technology &
Management, 14(3), 217–230. https://doi.org/10.1007/s10799-013-0153-1
Kim, S., & Lee, H. (2006). The impact of organizational context and information technology
on employee knowledge-sharing capabilities. Public Administration Review, 66(3),
370–385. https://doi.org/10.1111/j.1540-6210.2006.00595.x
Lazăr, J. B., & Robu, D. (2015). Accelerating the development of learning organizations:
Shifting paradigms from current practice to human performance improvement.
Theoretical & Applied Economics, 22(1), 241–256. Retrieved from
https://search.ebscohost.com/login.aspx?direct=true&AuthType=ip,shib&db=bth&AN=1
08778157&site=eds-live&scope=site
Merlo, T. R., (2017). Knowledge management technology: human-computer interaction &
cultural perspective on pattern of retrieval, organization, use, and sharing of information
and knowledge. Knowledge & Performance Management, (1), 46.
https://doi.org/10.21511/kpm.01(1).2017.05
Zhang, X., Vogel, D., & Zhou, Z. (2012). Effects of information technologies, department
characteristics and individual roles on improving knowledge sharing visibility: A
qualitative case study. Behaviour & Information Technology, 31(11), 1117–1131.
https://doi.org/10.1080/0144929X.2012.687770