RESEARCH ARTICLE

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Vol. 24, 1795–1799, 2018

Integrating the Features of Knowledge

Management (KM) and Business Intelligence (BI)
for Developing Organizational Performance
Framework—A Diagnostics Dashboard
Mailasan A/L Jayakrishnan1 ∗ , Abdul Karim Bin Mohamad2 , and Mokhtar Bin Mohd Yusof2
1
Faculty of Information and Communication Technology, Universiti Teknikal Malaysia, Melaka, Malaysia
2
Centre for Strategic, Quality and Risk Management, Universiti Teknikal Malaysia, Melaka, Malaysia

This paper will explain specific features of Knowledge Management (KM) and Business Intelligence (BI) in
viewing the big picture of their decision-making processes when implementing organizational performance diag-
nostics framework. In today’s digital era, KM and BI are two important model and techniques in enabling
organizations toward deriving better intelligence knowledge-level creation and decision making. By structuring
and using KM and BI together as a key performance of organizational operations for adapting and dealing
with problematic-scenarios like data deluge. This paper focuses upon visualizing the organizational analytics
IP: 46.161.60.246
ability for strategic performance On: Sat,
decisions. Therefore, 01 Aug 2020
this conceptual 04:36:45
framework relates the current KM and BI
stages in strategy implementationCopyright: American
for displaying Scientificperformance
an organizational Publishersindicator. The research goal is
to provide a comprehensive understanding Delivered
of emerging by Ingenta
knowledge from structuring KM and BI stages and their
mashup characteristics in designing the organizational performance framework. The outcome will be a design
of a typical strategic performance application—the organizational diagnostics dashboard.

Keywords: Knowledge Management, Business Intelligence, Information System, Visual Analytics,

Knowledge Creation, Mashup, Diagnostics Dashboard.

1. INTRODUCTION 2. RESEARCH PROBLEMS

Knowledge Management (KM) is a strategic diffusion for knowl-
edge use in a competitive development of an organization.3 Busi-
ness Intelligence (BI) is about using information to make smarter
decisions; tactically, it is a detailed application for performing
analysis and reporting operational activities on addressing prob-
lems of scattered data in an organization by determining the pro-
cess of virtual collection of knowledge.4 According to Ref. [3],
information economy is KM, but lack of knowledge creates sce-
narios on voluminous data that must be timely processed and
leads to complimenting decision making process for smarter deci-
sions. Therefore, there is a need an expert-diagnostic tool to posi-
tion KM and BI competencies for comprehensive-optimizing the
strategic analysis and intelligent decision-support of the organi-
zational strategic performance management.
We have perceived a generic organizational excellent frame-
work towards designing an executive strategic performance diag-
nostics dashboard for a higher education institution—a university.
∗
Author to whom correspondence should be addressed.
Rapid technological advances in an organization have resulted
strategic learning for excellences. Consequently, many organi-
zations are facing operational difficulties due to the growth
of KM in strategic issues, lead to redundancies on data del-
uge and overload. This rise has further amplified on emerging
information leading to obstacle and risks of tremendous data
silos-isolated information repositories.1 It is anticipated that orga-
nizations are suffering from analytics inability to characterize
strategic level information—‘blind spot’ and uncertainty—yet not
knowing what is going on problematic scenarios. We have sig-
nified these problematic scenarios as the bases of our research
questions:
1. What are the obstacles occurred in implementing KM and
BI frameworks for managing generic organizational strate-
gic performance planning and its diagnostics performance
modeling?
2. How to simulate an organizational key performance indicators
(KPIs) reporting using KM and BI technologies for organiza-
tional strategic performance management?

Adv. Sci. Lett. Vol. 24, No. 3, 2018 1936-6612/2018/24/1795/005 doi:10.1166/asl.2018.11163 1795
RESEARCH ARTICLE
3. What is the relevant design of proposed strategic framework
as an executive dashboard for viewing the strategic performance
achievement of a higher education institution—a university?
3. RESEARCH OBJECTIVES
The ever-increasing volume of digital information and knowl-
edge of an organization, leads to many failures and problems.
This phenomenon is due to incompetence of realizing unique pat-
tern of gaps for excellence by engaging visual analytics and BI
as mission-critical framework in building organizational strategic
performance diagnostic tool. We have investigated such existing
processes, data environment, practices and operations in an orga-
nizational KM and BI perspectives-University A. With respect to
these intents, elements of KM and BI approaches will be used
for reconstructing and redesigning existing work as a problem
solving mechanism. Our research objectives are:
1. Deriving an integrated excellence framework; KM and BI
approaches which are suitable for organizational strategic perfor- ing, archiving, collection, destruction and dissemination.2 Per-
mance diagnostics.
2. Proposing KM and BI conceptual strategies as KPIs report-
ing model in the context of using visual analytic technology
approaches.
3. Designing an organizational strategic performance manage-
ment dashboard: a performance diagnostics indicator for univer-
sity’s executive.
We have started with developing and engaging multi-
dimensional frameworks for key performance indicators (KPI’s)
excellence by observing the potential approaches of KM and
IP: 46.161.60.246 On:
BI. We would design an integrated strategic performance diag-
Sat, 01 Aug
Copyright: American Scientific
nostic application functioning as the organizational excellence
Delivered bydiagnostic
framework-performance diagnostics tool.
4. LITERATURE REVIEW
To elaborate the synergic phenomena, the domain of knowledge
in KM and BI need to be understood as ideologies. Ideologies
can be further perceived as the ontological part of this paper,
which is observing, measuring, creating complexity and orga-
nizing information for strategic performance indicator. Following
with the epistemology part, is the theory of knowledge creation
Fig. 1. The adaption framework for university A’s KM-BI design for strategic performance diagnostics model.
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Adv. Sci. Lett. 24, 1795–1799, 2018
on its methods, validity and scope on designing the integrated
excellence framework for strategic performance diagnostic dash-
board. Besides that, the methodological approaches will be focus-
ing on organization as systems, organizational cybernetics, hard
systems or critical system thinking and soft systems thinking as
the component of developing the strategic performance frame-
work. Perhaps, a glance of KM and BI domains on information
mapping-like the flow, connect data and information to knowl-
edge across the organization need to be understood by facilitate
visualization of knowledge.
4.1. Information System (IS): Information
Management (IM) Towards KM-BI
Increasing proportions and complexity of Information System
(IS) have become the major foundations of most organizations
as prominent role, in their everyday operation. The cycle of
organizational activities also focus on Information Management
(IM), as effective operation for communication, information stor-
haps this can be categorized as digital technology of IS and
KM using BI applications for strategic performance management,
showing their stakeholders to view the KPI’s and making strate-
gic decisions.5 The aim is to focus on the generic concepts of
management on information activities emphasizing the relation-
ship of IS and KM to business performance and competitiveness
for smarter decision making,4 as changing the descriptive data
into knowledge by using BI technology. BI-utilizing the inte-
grated knowledge and KM-disseminating the interpreted knowl-
edge in strategic planning process within an organization to gain
insight into2020 04:36:45
critical operations through single coherent framework
Publishers
for real-time reporting applications and KM tools for strategic
Ingenta decision.2
4.2. A Glance of KM and BI Excellence Frameworks
Fundamentally, we have perceived the generic frameworks for
strategic excellence in an organizational context. Based upon the
contemporary processes and operational activities, we have for-
mulated a typical adaptation of frameworks that had indicated
six (6) elements of Figure 1.
The creation of a diagnostic tool was an important approach
of relating descriptive data into KM perspective because
Adv. Sci. Lett. 24, 1795–1799, 2018 RESEARCH ARTICLE

Fig. 2. The mashup framework for university A’s KM-BI design for strategic
performance diagnostics model.
Fig. 4. The KM-BI + BACCI framework integration component for diagnos-
tics model.
organizations are struggling with so many sources of data
that leads to critical and complex organizational environment.1 This will be the fundamental template for a specific dash-
In understanding the mashup called infographic, we have com- board framework application as an infographic mechanism of
menced with observing and adapting generic framework of University A strategic plan. And next, we will expand the
ecosystem that composed four (4) distinct intelligences in attributes and KPIs of the organizational dashboard framework—
Figure 2.5 a mashup conceptual design.
In brief, we have concluded an integrating of potential KPIs
for organizational BI framework with paradigmatic segments of
5. FRAMEWORK ANALYSIS AND DESIGN business excellence model. The existing KPIs of an organization,
In order to establish generic framework, we have proposed a Leadership, Strategic Planning system and KM to be mapped
fundamental strategic work based upon the strategic thinking of with organization balance scorecard for simulating the knowledge
framework for excellence-the main reason for integrating and and information blueprint strategies as KPIs for measurements.
adapting the components of University A’s KM-BI excellence Customer Management system to be mapped with academic or
IP: 46.161.60.246 On: Sat,professional
frameworks. To designate the elements, we have formed respec-
01 Aug 2020 04:36:45
quality, accreditation management policies and stan-
Copyright: American Scientific Publishers
tive matrices as shown in Figure 3. Delivered bydards as KPIs for measurements. Workforce Engagement system
Ingenta
Hence, in designing the applicable framework, we begin scru- to be mapped with human development blueprint and framework
tinizing integrated frameworks in comparison to adopt and adapt as KPIs for measurement. Lastly, the Operation Focus system to
generic strategic, tactical and operational (STO) elements of an be mapped with quality objectives, standards and attributes of
organization’s operation as dynamic equilibrium with each other critical success factors as KPIs for measurements.
to complete consistency model of Information System Manage- In adapting, we have derived the potential Strategic Perfor-
ment. Derived from the above, we have come up with an adapted mance Management System for organizational KM-BI Excel-
University A’s excellence framework by adopting the KM and BI lence Matrix with the existing strategic elements of University A,
framework with particular design of KPI parameters. to attain greater effectiveness.
The possible engine of organizational dashboard elements
comes from a survey of 474 respondent, we have adapted and

Fig. 3. The matrices of university A’s KM-BI framework and generic STO Fig. 5. The view of university A’s KM-BI design for strategic performance
components for diagnostics model. diagnostics framework.

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RESEARCH ARTICLE Adv. Sci. Lett. 24, 1795–1799, 2018

Table I. Components of KPI performance indicator university A (2016).

Sub-themes component and Achieved (%) and

Themes KPI achieved (%) KPI color (2016)
QMS (4 main Quality services (70%) 65% (moderate)
component) Quality infrastructures (62%)
ISO/QMS (75%)
Mass communication (52%)
HRMS (3 main Quality human resources (70%) 73% (moderate)
component) People and leadership (78%)
Staff competency development (70%)
SMS (4 main Enrollment trends (82%) 79% (good)
component) Stakeholder value (75%)
Leadership images (75%)
Economics stability (84%)
AQMS (6 main Academic development (75%) 71% (moderate)
component) MQA standards (81%)
Academic achievement (65%)
Fig. 6. The university A’s KM-BI matrix for strategic performance Accreditation (84%)
diagnostics. Learner value (61%)
Academic resources (60%)
incorporated the BACCI of BIs according to their percentages
gained. analysis implements four main (4) themes with other seven-
This will be the conceptual engine for the required organiza-
teen (17) sub-themes as the intended KPI of University A score-
tional dashboard framework application as University A’s Excel-
cards as shown in Table I.
lence System. We summarized the above proposed framework We now implement and deploy these strategy features based
as an Integrated Excellence System that yet defines the Strate-
on the prototype dashboard, which we have developed for higher
gic Performance Management mock-up for University A. The education institution: University A as a case study. The partial
elements are integrated as significant measurements of strate-
data acquired from the university were used as a data extrac-
gic planning, leadership, operations or quality, workforce ortion into the performance diagnostics tool and loaded for visual
human resource, customer and knowledge management systems analytics.
respectively. We have illustrated the centrality of these KPI performances
IP: 46.161.60.246 On: Sat, in01the
Aug
use2020 04:36:45
of visual analytics in the University A and foster the
Copyright: American Scientific
universityPublishers
achievement from the analysis data of the year 2016
6. DATA ANALYSIS BASED ON THE Delivered byfor Ingenta
superior decision making. The data on the achievement is
KPI PERFORMANCE an understandable form of KPI indicator situation and eventually
In this paper, we have converged a number of critical seg- wisdom of the university. The implementations of the themes
ments and issues related with the key elements that flexibly are based on the four (4) elements of KM-BI framework itself.
needed deliberation when designing the organizational KM-BI To begin the analysis, we state the benchmark of the KPI achieve-
performance diagnostics dashboard. The formation of content ment as in Table II.

Fig. 7. Integrated organizational KM-BI framework for university A’s strategic performance diagnostics—A dashboard.

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Adv. Sci. Lett. 24, 1795–1799, 2018 RESEARCH ARTICLE

Table II. Sub-components of KPI performance reputation university A maker using BI as an application tool for strategic performance
(2016). diagnostics towards understanding KM phenomena in an orga-
Sub-themes component nization. This work has emphasized on a simulation and opti-
Themes achievement Achievement (%) and color mization of KM and BI—multiple intelligences as Descriptive
QMS 1/4 25% (Weak) information “what is” information is needed to identifying and
HRMS 1/3 33% (Weak) addressing problems. And triggering into Diagnostic information
SMS 4/4 100% (Good) “what is wrong” a fact-value conflict for University A. Yet, this
AQMS 3/6 50% (Weak)
Target achieved 9/17 53% (Moderate)
provides a useful mean of obtaining an overview of the structure
and functionality of the proposed strategic performance manage-
ment that are currently in place within University A-for monitor-
Based on our observations, the University A’s KPI benchmark
ing and controlling processes deployed by the stakeholders and
percentage is 72%. Towards assimilation and representing these
all level management teams.
achievements, we have observed the scorecard according to this
In future, this proposed diagnostic framework for monitor-
benchmark. The significant analysis displays that nine (9) sub-
ing strategic performance will be a powerful tool for us as
component scorecards-53%, are over the average benchmark of
the university. empirical researchers. This will also facilitate us in next level
We implement the role of visual analytics in identifying the of Predictive information “what would happen if” and Pre-
gaps occurs on this sub-theme. In specific, we perceive addi- scriptive information “what should be done” in capturing, doc-
tional that those performances under 65% and yield key deter- umenting and describing the implementation and operation of
minants underlying gaps or issues. We had concluded that there strategic management as well as concepts and reasons for such
were growing amounts of data available to be inaccurate and monitoring and controlling mechanisms and processes in the
inconsistent. context and complexities of visual analytics. Further work had
However, these gaps are due to phenomenal data silos-isolated forwarded to an effort of designing and developing particu-
information repositories, data validity, experiencing human error lar and real executive performance diagnostics tool for a CEO
and performance downtime. Therefore, we designate that key Dashboard.
enabler from this visual picture must be situate with infographic
mechanism and yield the important insights that can be applied
to boost up the KPIs achievement by triggering certain mech- References and Notes
anism of alerts for monitoring these themes, by data analytics 1. A. E. Bestman and H. Wogboroma, Journal of Information Engineering and
(DA) process as descriptive: alerts for past scenarios that occur Applications 6 (2016).
IP:that
at failure, predictive: alerts for present 46.161.60.246 On: Sat,2.01W.Aug
occur before failure 2020
Eckerson, 04:36:45
Business Intelligence Framework 2020: The BI Ecosytem of
Copyright: American
and prescriptive: alerts for future that trend on a possible failure Scientific
the FuturePublishers
Demands a Flexible Approach Data Architecture (2012), Retrieved
http://www.teradatamagazine.com/v12n01/Features/Business-Intelligence-Frame
Delivered by Ingenta
towards achieving their targeting KPIs. work-2020/.
3. M. Gadu and N. El-Khameesy, IJCSI International Journal of Computer Science
Issues 11 (2014).
4. Navita Kumari, International Journal of Innovative Research in Computer and
7. CONCLUSIONS
Communication Engineering 1 (2013).
The predominant benefaction of the proposed diagnostic frame- 5. G. Philips-Wren, L. S. Iyer, U. Kulkami, and T. Ariyachandra, Communications
work focuses on converting data into information for decision of the Association for Information Systems 37, 448 (2015).

Received: 14 August 2017. Accepted: 21 September 2017.

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