Knowledge Management Solutions

(Case Study – Al-Dar Co.)

Done by:

Abdulmajeed Al-Selmi (62030288)

Mohammed Noman (62030314)

Nashwan Noman (62030315)

Supervisor:

Mr. Assem Al-Maqtari

KMS Case Study BMIS480

Table of Contents
Introduction:..................................................................................................................................2

1. Dimensions of Knowledge Management Infrastructure:.......................................................2

a. Organization Structure:.....................................................................................................2

b. Organization Culture:........................................................................................................3

c. IT Infrastructure:...............................................................................................................3

d. Physical Environment:.......................................................................................................4

2. Knowledge Management Mechanisms:...................................................................................5

a. Organizational (social) means used to promote KM efforts in the firm:......................5

b. Structural means used to support KM efforts within the firm:.....................................5

3. Knowledge Management Technologies:..................................................................................6

a. Ability of employees to use some technologies within a firm to support KM practices

and efforts:..........................................................................................................................6

4. Knowledge Management Systems and Applications:.............................................................7

a. (If available) list down only some KM systems that may be used and applied inside
the organization you will visit:...........................................................................................7

5. nowledge Management Processes (including KM sub-processes):.......................................8

a. How the company discovers a new knowledge (explicit/tacit):......................................8

b. How the company captures and retrieves an exciting knowledge (explicit/tacit):........8

c. How the company shares and transfers a knowledge among individuals

(explicit/tacit):.............................................................................................................................8

d. How the company applies and utilizes a knowledge (explicit/tacit):..............................9

Summary:.....................................................................................................................................10

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Introduction:

The following pages will be describing what have been observed at Al-Dar corporate
regarding their knowledge management practices. Initially, dimensions of knowledge
management infrastructure will be described going through the organization’s structure and
culture, IT infrastructure, and physical environment. After that, KM mechanisms will be visited
where both social and structural means of KM efforts are elaborated. Next, KM technologies will
be uncovered in which technological support for KM lies on. KM systems and applications will
be numbered, although there aren’t many, unfortunately. Finally, KM processes will be further
laid-out while explaining their sub-processes.

1. Dimensions of Knowledge Management Infrastructure:

a. Organization Structure:
i. Name of the organization:
Al-Dar Co. for Trading & Industry.
ii. Purpose/field of its business:
Trading and manufacturing of electronics, house appliances, and fabrics.
iii. Number or employees:
500-600 employees.
iv. Hierarchical Structure of the Organization:

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v. Specialized roles:

The corporate doesn’t have any specialized roles. However, it does have a
training program that is exclusive to newly recruited employees.

b. Organization Culture:
i. How the executive management supports and encourages employees for
enabling KM at all levels in the organization:
Al-Dar executive management encourages employees to engage in KM
practices. The corporate provides means of communication, like internet access
and WhatsApp chat groups, to facilitate knowledge sharing and appliance.
Furthermore, offices are designed to help employees and managers to engage in
knowledge practices freely and with ease, which has proven a great increase in
productivity.

ii. Incentives and rewards given by organization (if any) for knowledge sharing:
The corporate grants bonuses to employees that engage in KM practices,
especially knowledge sharing. They believe that it’s a right that every employee
should have, and by not doing so they are oppressing their employees’ assist.

iii. Do the employees within organization understand the value of KM practices?

Employees do understand the value of KM practices. Face-to-face
meetings are very cherished among them and they find break times a great way of
exchanging knowledge. Employees also use WhatsApp groups excessively and
phone calls are made when urgent matters appear.

c. IT Infrastructure:
i. Availability of supported technologies for knowledge sharing:
A wide spread network of servers and databases exists that extends across
different departments and divisions. In addition, WhatsApp groups and an internal
messaging platform are provided for frequent knowledge sharing and inquiries.
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d. Physical Environment:
i. Spaces or places in the organization that specifically designed to facilitate
formal and informal knowledge sharing:
Al-Dar has established an open office design for every department due to
the positive impact it brought to the company. That’s because the design helped
employees and managers to share knowledge between each other freely and with
ease. They have also provided cafeterias and rooms with Arabic furniture for
informal means of communication, in which most of KM practices occur.
Additionally, meeting rooms are found in every department and the firm is
planning on expanding their buildings and redesigning offices to even enhance the
physical environment and knowledge practices a furthermore.

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2. Knowledge Management Mechanisms:

a. Organizational (social) means used to promote KM efforts in the firm:

Al-Dar establishes cyclic face-to-face meetings with managers to exchange the
corporate’s overall performance inquiries. They also have a training program exclusive to
newly recruited staff that can be described as both learning-by-doing and on-the-job
training. The corporate doesn’t rotate employees across departments nor does it provide
help desks/support centers, though employees do share knowledge explicitly between
each other.

b. Structural means used to support KM efforts within the firm:

The corporate doesn’t have any structural means that support KM that have been
observed. However, during our tour through their offices, we have noticed the presence
of a small book shelf at the corner of the one office. When we asked what is the purpose
of said shelf, they replied by saying that it is not used for storing books but actually past
documents, like reports and analyses. They also explained that the documents have never
been put to any us and that they kept them there just because they don’t know what to do
with the documents.

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3. Knowledge Management Technologies:

a. Ability of employees to use some technologies within a firm to support KM practices

and efforts:
Al-Dar has a wide network of servers and databases spread across different
divisions, agencies, and factories that is compatible with a custom-built enterprise system
(ERP). The corporate also uses emails to communicate with providers and foreign
organizations, while using the network’s built-in messaging system between managers
and office workers. WhatsApp groups are established for the entire firm, and they are
very essential for non-office workers. Phone calls are also made for urgent or hasty
matters. Internet access is provided only for employees of departments that require it, like
IT and graphics departments.

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4. Knowledge Management Systems and Applications:

a. (If available) list down only some KM systems that may be used and applied inside
the organization you will visit:
i. Knowledge Discovery Systems (KDSs):
Social media (Facebook).

ii. Knowledge Capture Systems (KCSs):

Not available.

iii. Knowledge Sharing Systems (KSSs):

Emails, network’s messaging system, and WhatsApp groups.

iv. Knowledge Application Systems (KASs):

Network’s messaging system and WhatsApp groups.

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5. Knowledge Management Processes (including KM sub-processes):

a. How the company discovers a new knowledge (explicit/tacit):

i. Combination means:
Al-Dar uses news media outlets and social media when attempting to
discover new knowledge that regards their business or could affect it in some
way or another.

ii. Socialization means:

When it comes to socialization means, a lot of knowledge gets discovered
during face-to-face meetings and customer service. Break time chats between
employees also uncovers a lot of knowledge.

b. How the company captures and retrieves an exciting knowledge (explicit/tacit):

i. Externalization means:
Externalization occurs during the development of new pattens for
upcoming electronic products, where models and prototypes are created.

ii. Internalization means:

Their training program is a great example. Learning-by-doing and on-the-
job training are being applied during such activity. Also, the cyclic meetings
that are being held.

c. How the company shares and transfers a knowledge among individuals

(explicit/tacit):
i. Exchange means:

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WhatsApp groups is what standout the most when it comes to knowledge

exchange, since all employees within the corporate use it. Network messages
are also used for sharing knowledge; however, it is used very rarely for that
matter.

ii. Socialization means:

Socialization is the most effective way for sharing knowledge. Thanks to
the open office design, employees can share their knowledge with each other
easily. Additionally, most of the effective social sharing activities happen
during breaks and in the cafeteria.

d. How the company applies and utilizes a knowledge (explicit/tacit):

i. Direction means:
Directional means is done through WhatsApp or the network’s messaging
system. Phone calls are also implied during urgent cases.

ii. Routines means:

Routines are technically clear for employees at the beginning of their
employment. However, not all employees have a clear/specific routine. For
example, electricians that work for the corporate mostly don’t have a clear
routine in which they have to obey. They are informed or contacted if there is
any need for their presence, else they don’t have to go to the corporate.

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Summary:

In summary, the overall knowledge management practices of Al-Dar Corporate have

been elaborated. The dimensions of knowledge management infrastructure have been shown and
organization’s structure and culture, IT infrastructure, and physical environment were
introduced. Social and structural means of KM mechanisms were elaborated. The technological
support for KM practices were visited, followed by KM systems and applications and how they
are poorly valued. And finally, KM processes where laid-out alongside their sub-processes.
Overall, KM practices at Al-Dar were decent, however they could be greatly enhanced easily.

References:

Mr. Ahmed Al-Matari, General Sales & Marketing Manager at Al-Dar Co.
Phone: 775-370-611

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