km new paradigm amyhamijah

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Knowledge Management (KM):

A New Management Paradigm in MINT

Pengurusan Pengetahuan (PP): Paradigma Pengurusan Baru di MINT

Amy Hamijah binti Ab. Hamid

Technical Services Division,Information Technology Centre,

Malaysian Institute For Nuclear Technology Researches (MINT)43000 Kajang, Selangor

Tel:03-89250510, E-mail: [email protected]

Abstract

Knowledge management (KM) is one of leading approach in improving organizational outcomes and

organizational learning by introducing into an organization a range of specific processes and practices for

identifying and capturing knowledge, know-how, expertise and other intellectual capital, and for making

such knowledge assets available for transfer and reuse across the organization. This paper contains some

identification and comparison on KM theories, methodologies and best practices captured from various

references. This paper is also pointed out KM Life Cycle and KM Transformation through Organization as

a prior case studies and guidelines between MINT, local agencies and overseas conglomerates experiences

through some challenges and opportunities identification. As MINT is still in the early stages in doing so, it

is important to start small but in a continuous incremental improvement constantly. Finally, an

improvement towards KM culture in MINT is proposed referring to the ideas and facts stated above.

Abstrak

Pengurusan pengetahuan (PP) merupakan salah satu pendekatan dalam mempertingkatkan produktiviti

dan pembelajaran organisasi dengan memperkenalkan beberapa jenis proses dan amalan spesifik

termasuklah pengenalpastian dan pengumpulan pengetahuan, kepakaran, kapital intelek yang lain supaya

aset-aset pengetahuan tersebut boleh dicapai dengan mudah dan disalurkan serta digunakan di seluruh

organisasi. Kertas kerja ini mengandungi beberapa pengenalpastian dan perbandingan teori-teori,

metodologi-metodologi dan amalan terbaik PP dari pelbagai bahan rujukan. Kertas kerja ini juga

menjelaskan mengenai Kitar Hayat PP dan Pengubahsuaian PP dalam Organisasi selaku kajian kes dan

rangka panduan utama di antara MINT, agensi-agensi tempatan dan kumpulan gagasan luar negara

melalui penilaian pengalaman, cabaran dan peluang yang dihadapinya. Memandangkan MINT masih

dalam peringkat permulaan dalam penerapan budaya PP, oleh itu, disarankan agar satu langkah

pendekatan yang ringkas, mudah tetapi berterusan dapat dilaksanakan. Kesimpulannya, satu rangkakerja

penambahbaikan terhadap penerapan budaya PP di MINT telah dikemukakan di dalam kertaskerja ini

berdasarkan kepada idea dan fakta yang dikumpulkan.

Keywords: knowledge management, knowledge management life cycle, kaizen.

INTRODUCTION

In MINT (Malaysian Institute for Nuclear Technology Researches), KM is a new paradigm of management

ever discovered. Furthermore, KM is also a new trend of technology enhancement among corporate bodiesand government sectors worldwide. Though our economical factors are depending on labour, capital and

land but it should be supplemented by knowledge. Successful companies always depend on customer behaviour, markets and economies, and must be supported by our technologies for gaining faster and more

effective result (Wilson Tay, 19 April 2006).

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DEFINITIONS OF KM

There are several kind of KM definitions gathered from various resources. Most popular delegated ideas

and terms of KM concepts being recognised are stated as below.

Generally, KM is making an organization’s knowledge stores more accessible and useful. KMmay refer to the ways organizations gather, manage and use the knowledge that they acquire

(http://en.wikipedia.org/wiki/Knowledge_management, 21 June 2006;http://www.icasit.org/km/intro/glossary.htm, 13 January 2003).

KM is based on business activities within an organization that is categorized into two primary

aspects. Firstly, treating the knowledge component of business activities as an explicit concern of business

reflected in standards, policies, manuals, procedures, books, references, knowledge repositories andcentres, and practice at all levels of organization. Explicit knowledge refers to qualified and codified

knowledge so that they are accessible and searchable. Knowledge management programmes are typically

tied to specific organizational objectives and are intended to lead to the achievement of specific targetedresults such as improved performance, competitive advantage, or higher levels of innovation. Secondly,

making a direct connection between organization’s intellectual assets – both explicit (recorded) and tacit

(personal know-how) – and positive business results. Tacit knowledge refers to the knowledge kept insidehuman mind represented by experiences, insights, intuitions, values, and attitude and culture beliefs (ShivSingh, 21 June 2004; http://www.icasit.org/km/intro/glossary.htm, 13 January 2003;

http://en.wikipedia.org/wiki/Knowledge_management, 21 June 2006; Wilson Tay, 19 April 2006).

Next, KM is a conscious strategy of getting the right knowledge to the right people at the righttime and helping share and put information into action in ways that strive to improve organizational

performance. This term also designates an approach to improving organizational outcomes andorganizational learning by introducing into an organization a range of specific processes and practices for

identifying and capturing knowledge, know-how, expertise and other intellectual capital, and for makingsuch knowledge assets available for transfer and reuse across the organization. The American Productivity

and Quality Centre define KM as the strategies and processes of identifying, capturing and leveragingknowledge. Lessons should be learnt in an organization by retrieving and reusing them. They need to be

qualified and codified so that they are accessible and searchable. Furthermore, knowledge management canalso include strategies to foster a culture of information sharing and the implementation of tools that makeit easier for employees to share their learning and, in turn, to learn from each other (Shiv Singh, 21 June

2004; http://www.icasit.org/km/intro/glossary.htm, 13 January 2003;

http://en.wikipedia.org/wiki/Knowledge_management, 21 June 2006).

These ideas and concepts generally produced by the first generation KM implementers. Mark W.McElroy (http://en.wikipedia.org/wiki/Knowledge_management, 21 June 2006) commented that

knowledge could consist of ideas, documents, emails, media and etc. In other word, organizations who onlyshare knowledge often get locked up in stagnant stage that needs refining. As the result, KM enablers must

be creative and proactive in pursuing KM in an organization.

Historically, KM enablers can be categorized into two segments that are technologies enablers and

organizational enablers. Firstly, KM technologies enablers can be practiced in an organization by usingexpert systems, knowledge bases, software help desk tools, document management systems and other IT(information technology) systems supporting organizational knowledge flows. The practice of KM will

continually evolve with the growth of collaboration applications available by IT and through the internet.As a result, the internet has led to an increase in creative collaboration, learning and research, e-commerce,

and instant information. Secondly, the organizational enablers for KM programmes consist of Communities of Practice, before-, after- and during- action reviews, peer assists, information taxonomies,

coaching and mentoring and so on (Wilson Tay, 19 April 2006). Mainly in MINT, this kind of KMenablers usually approached by top-down management KM modelling. Top management will developed an

overall knowledge strategy, defining the desired shape of the organization, and then using this model to

identify activities that need to be conducted.

Next, the second generation KM focuses on knowledge creation, a social process that can be

enabled with software solutions. Knowledge creations start with knowledge sharing. A contributor bringsan idea to the table and members of the organization take the knowledge through a cycle of feedback and

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refinement. Software such as wiki supports this type of approach. This process is known as the Knowledge

Management Life Cycle (http://en.wikipedia.org/wiki/Knowledge_management, 21 June 2006). This

process had been taken action by our KM team by organizing monthly KM colloquium and KM Forum participated by MINT staff from various departments from each level of management top to down and

headed by our own Chief Director and also attended by outsiders from various government servants andacademicians.

In conclusions, the whole idea brief out above is known as Knowledge Management Life Cycle.

KM TRANSFORMATION THROUGH ORGANIZATION

In order to transform an organization through KM, some measurement should be apprehended. Firstly, KM

ownership should be lead by CEOs and top management of an organization. This action is to strengthen onthe structural capital of an organization which defines into a legal rights to ownership such as technologies,

inventions, data, publications and processes that can be patented, copyrighted, or shielded by trade-secret

laws (http://www.icasit.org/km/intro/glossary.htm, 30 June 2006). KM should be started small by creatingindividual models and designs. Some measuring and benchmarking must take place, even volunteerism is

important in order to transform KM as an organizational culture. This is where relationship capital and

human capital will go side-by-side to make KM possible. According to Karl Marx, human capital is quitesimilar with the concept of labour power which is capitalism workers had their labour power in order toreceive income (wages and salaries). The latter means that the employer must be receiving an adequate rate

of profit from his or her operations, so that workers must be producing surplus-value, i.e., doing work beyond that necessary to maintain their labour power. Though having human capital give workers some

benefits, they are still dependent on the owners of non-human wealth for their livelihood. These arenormally measured and conceived of as private returns but can also be social returns

(http://en.wikipedia.org/wiki/Human _capital, 30 June 2006;http://economics.about.com/cs/economicsglossary/g/human_capital.htm, 30 June 2006). Whereas

relationship capital is focused on the network built up in the organization over the years. It includes thegoodwill created based on individual reputation and the reputation of the organization.

Relationship capital is found among current and prospective customers and clients, and vendors

and referral sources: public and international agencies such as Ministry of Science, Technology andInnovations (MOSTI), Atomic Energy Licensing Board (AELB) and International Atomic Energy Agencyof (IAEA). To build relationship capital , KM team must be consistently reminding people about who you

are and what you stand for. Frequently, relationship capital is built and maintained on a two way exchange

– whether through referrals or sales. While the ideal way to leverage your relationship capital is by providing referrals that result in business, there are other things you can do to reciprocate. It may be

introducing a client to one of your contacts who might useful for the client to know. Understand, however,that business situation may change rapidly such organization restructuring and relationship capital takes

time to build. If you should ever need such capital right way, you could be left high and dry (Berman, S.,20 December 2000).

A good example of KM implementation within public sectors can be referred to agencies such

Malaysian Administrative Modernisation and Management Planning Unit (MAMPU) and National Institute

of Public Administration (INTAN). These two public sectors had built up years of good relationshipcapital. Occasionally, MAMPU had mandated a public policy that is Public Sector ICT Strategic Plan (ISP)which is initially recognized and must be implemented by each public agency in our Malaysian

government. One of the most important things of leveraging KM in public sectors is by implementing Knowledge Warehouse. Knowledge Warehouse built up is based on Knowledge Bank. It consist of facilitate

sharing of knowledge and experience by capturing information across government. So forth, MAMPU andINTAN good relationship capital, so INTAN had been given an opportunity to implement and leveraging

KM pilot system in their environment. This is such a good example in order to enable KM culture intogreater heights in MINT by achieving and collaborating with such agencies to apprehend KM initially

(Adnan Haji Khalid, Mazlan Harun, Norhamimah Ibrahim and Shahizan Hassan, 5 July 2006).

Furthermore, KM team will give a role-set and guidance among the organizational capital within

financial capital . Any liquid medium or mechanism that represents wealth or other styles of capital is

known as a financial capital (http://www.answers.com/topic/financial-capital, 29 June 2006). Basically,organizational transformation through KM needs some analysis on the financial capital that co-exist within

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http://www.icasit.org/km/intro/glossary.htm

http://en.wikipedia.org/wiki/Human%20_capital,%2030%20June%202006

http://economics.about.com/cs/economicsglossary/g/human_capital.htm

http://www.answers.com/topic/financial-capital

http://www.icasit.org/km/intro/glossary.htm

http://en.wikipedia.org/wiki/Human%20_capital,%2030%20June%202006

http://economics.about.com/cs/economicsglossary/g/human_capital.htm

http://www.answers.com/topic/financial-capital



the relationship capital and human capital . The human capital and the relationship capital should bechannelled into KM tools usage such as SRM (Storage Resource Management Software), Intranet,

Knowledge Portals, ERP (Enterprise Resource Planning Software), Collaboration and CRM (Customer Relationship Management Software). In short, a KM tool is also known as KM enablers which emphasis on

systems and infrastructures which ensure knowledge is created, captured, shared, and leveraged. Theseinclude culture, technology, infrastructure, and measurement (http://www.icasit.org/km/intro/glossary.htm,

30 June 2006).

Some strategies should be organised in order to develop K-Personalization Strategy and K-Codification Strategy which is based on the Data, Information, Knowledge Values Chain and Drivers.

These strategies will be generated between physical factors, supply value chain and organizational processes among the staff within the organization departments, suppliers and customers. Typically, KM

must capture the “KAIZEN” Knowledge that is embedded inside those capitals and generated using

“KAIZEN” processes to be transformed into KM culture (Wilson Tay, 19 April 2006).

Kaizen definition in Japanese is “improvement” and particularly, “Continuous Improvement” –

slow, incremental but constant. For example, Taiichi Ohno and Shigeo develop both kaizen versions atToyota. They are important tools for Lean Manufacturing, the Toyota Production System (TPS), Just-In-

Time (JIT) and other effective manufacturing strategies. The goals of kaizen is include the elimination of

waste (defined as “activities that add cost but do not add value”), just-in-time delivery, production loadlevelling of amount and types, standardized work, paced moving lines, right-sized equipment, etc. A closer definition of the Japanese usage of Kaizen is “to take it apart and put back together in a better way”. What

is taken apart usually a process, system, product, or services. Importantly, kaizen must operate with three principles in place: process and results (not-results-only); systemic thinking (i.e. big picture, not solely the

narrow view); and non-judgemental, non-blaming (because blaming is wasteful). Everyone participates inkaizen; people of all levels in an organization, from the CEO on down, as well as external stakeholders if

needed. The format for kaizen can be individual suggestion system, small group, or large group such asMINT KM Steering Committee and Community of Practice (CoPs). In this case, we are organizing KM

culture into an organizational transformation using “KAIZEN”. The only way to truly understand theintent, meaning, and power of kaizen is through direct participation, many, many times by organising

monthly KM colloquiums, forums and discussion groups in MINT(http://www.strategosinc.com/kaizen.htm, 12 July 2006; http://en.wikipedia.rg/wiki/Kaizen, 12 July 2006).

KM CHALLENGES

KM does not emphasize on financial capital only. Those organizations have to mandate, focus andstructured initiatives. In other cases, those organizations may be facing with mixed results. Even most of

the KM initiatives do not last more than six to twelve months. Some of the challenges identified are asshown below (Shiv Singh, 21 June 2004):

1. The knowledge management initiatives lacks mass appeal

The initiative does not have enough enthusiastic supporters or institutional support to reach criticalmass where the benefits outweigh the time and dollar cost to support the endeavour.

2. The initiative simply lacks depth

The repository is not large or diverse enough for its use to become a habitual activity for manyemployees. They visit once and never return.

3. The knowledge is not qualified

The knowledge captured by the initiatives is not validated, resulting in each individual employeehaving to expend energy in searching and filtering to identify the actual knowledge from the professed

knowledge.

4. Knowledge codification is ignored

The KM teams do not enough effort into adding metadata to the documents and organizing the learningin a single repository, resulting in inefficient and duplicate KM systems from which it is difficult to

search and extract knowledge.

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http://www.icasit.org/km/intro/glossary.htm,%2030%20June%202006


http://www.strategosinc.com/kaizen.htm

http://en.wikipedia.rg/wiki/Kaizen



http://www.strategosinc.com/kaizen.htm

http://en.wikipedia.rg/wiki/Kaizen



5. Competing systems undermine the effort

The KM initiatives compete with too many other internal and external systems and processes as anauthoritative knowledge source for employees.

Further study implemented and KM experience gained by private companies known as The Media Shoppe

Bhd (TMS) (Christopher Chan, Wilson Tay, Stan Singh, Rehana Kassin And Amiruddin Mohamad, 19April 2006) and Rehanstat Sdn. Bhd. (Rehana Kassim, 19 April 2006) including local public agency like

Subang Jaya Municipal Council (MPSJ) (Amiruddin Mohamad, 19 April 2006; Christopher Chan, WilsonTay, Stan Singh, Rehana Kassin And Amiruddin Mohamad, 19 April 2006) has shown some challenges

that must be faced by current organizations are unique issues and problems. The key interests to implementKM strategy are to recognise real needs and issues such as:

1. Call centres – must retrieve customers’ information quickly and can get the answers they need withinminutes.

2. Front line staff – often dispersed and mobile, little communication with office yet must ensureconsistency, accuracy and continuity.

3. Business manager – information overload, fast evolving market conditions, training and coachingrequired, quick and on-the-fly decision-making

4. Business continuity – reliance on the knowledge of long-serving staff or key staff, little effort put intocapturing or managing knowledge.

In the other hand, technology expertises have given so many approaches to address the challenges.

The best way is a holistic approach must be taken in order to develop, implement and maintain a viable andeffective programme to support the business objectives and results. Next, the organization should

emphasize on the tactical and strategic approach to develop KM culture effectively. The tactical approach

in managing knowledge is identifying the day-to-day use of knowledge to respond to demands or

opportunities from the marketplace. The strategic approach in managing knowledge is focusing on themore long-range process of matching organizational knowledge asset to strategic requirements.

KM OPPORTUNITIES

Two main opportunities in enabling KM culture in MINT for the early stages is by acknowledging CoPs

roles and leveraging intranet (MINT Portal) usage as knowledge management platforms.

As referrals, KM objectives in MINT is to enhancing innovations and customers satisfaction inorder to achieve continuous organizational excellence; to develop and leveraging K-Worker and lastly to

nurture knowledge culture. In order to implement these objectives, MINT KM team has created somestrategic plans as shown below:

1. To foster KM habit among each and every individual in MINT and initialising KM culture in MINT by

organizing and developing programmes and systems.

2. To transform MINT staff as an innovative worker, knowledgeable worker, customer satisfied and‘stakeholder’ evolving in an inner circle.

3. To gain information and knowledge whereas it might produce and documented in order to foster

knowledge retrieval, sharing, achievement and continuous learning among MINT staff.

4. To develop a kind of knowledge sharing system by capturing good practices and lesson learnt amongMINT staff in order to achieve organizational excellency.

5. To benefit knowledge and expertise sharing and transfer by organizing programmes and systems.

6. To establish “community of practice” collaboration and cooperation.

7. To enhancing infrastructure and info structure in order to support KM initiatives.

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The final task for the time-being that need to be completed is to write up a KM CoPs term of reference by accommodating relevant systems and other IT support enablers needed in order to achieve

and implementing planned KM programmes in MINT. Brooke Manville, Director of KnowledgeManagement at McKinsey & Co., defines CoPs as groups of people who are informally bound to one

another by exposure to a common class of problems. These groups share their learning and knowledgeresources continuously and informally amongst each other for mutual benefit. Every organization has

groups like these, which are typically loosely structures, decentralized, fluid and built on personalrelationship (Shiv Singh, 21 June 2004).

CoPs are characterized by their collaboration, agility and innovation. CoPs span organizational,

temporal and geographic boundaries to synthesize and apply multi/trans disciplinary staff knowledge, skills

and expertise to support their individual staff and to advance their organizational goals. CoPs are criticalresources for many organizations and advance mission critical functions at the organizational level

including: knowledge sharing; knowledge creation; process improvement and innovation; peer to peer

learning and mentoring; strengthening of organizational identity and relationships; capture and leveragingof best practices, lesson learned, Standard Operating Procedures (SOPs), templates and applications; and

the development and maintenance of knowledge databases. These organizations recognize the CoPs

provide significant “added value” and “return of investment” to their organizations and their stakeholders,and they formally recognize and actively support their CoPs (e.g., NASA, U.S. Department of the Navy,IBM, FAA, BP, World Bank). CoPs channelled knowledge sharing, knowledge creation, innovation and

issue resolution. They span business process management and research domains and can be found inreferral and review, reports and analysis, programme management, portfolio analysis, IT, human resources,

basic and clinical research, and other areas (Richard W. (Dick) Warrick, 5 December 2005).

Some of CoPs roles and challenges identified and critically needed are as shown below (Shiv Singh, 21June 2004):

1. CoPs must support knowledge management efforts. That are continuously capturing and sharing

relevant knowledge with each other. Often, though, the knowledge captured is not directed towards a business objective and is not codified or validated in any formal capacity.

2. An organization can leverage these CoPs to further to its KM objectives by stepping back and

creating a list of priorities for what types of knowledge to capture and share. These priorities

should directly map to the organization’s business goals and should represent what the organization

needs to know to be more successful in the marketplace both at the organization and at the individuallevel. In other words, these priorities should be list of “if I only knew” types of knowledge.

3. Once the business priorities have been identified, existing CoPs should be approached to more

formally capture and roll out these organizational learning in a piecemeal fashion using the

intranet. If there are not any CoPs naturally aligned to the business priorities, then new ones should be

organized. Some large organizations with a history of knowledge management successes have alreadystructures their CoPs to do this for them on a regular, focused basis. However, these are not always

successful initiatives because the CoPs have a hard time striking the right balance between knowledge

explorations and being focused on the business goals.

4. Nevertheless, there are opportunities to further focus these CoPs when using the organization

intranet as a delivery mechanism. This is because collaborative environments such as organizationintranets force the participants to be focused, thoughtful, and careful in their contributions. Knowing

that what is published may potentially be viewed by the whole organization, or that other users mayhave the ability to rate the article, forces the participants to be more disciplined in their contributions.

In effect, the collaborative, real time feedback environments of a company intranet encourage self- policing and more strategic information sharing. The downside is that it can also discourage

participants form sharing any information whatsoever.

In order to set up a complete CoPs term of reference is by categorizing the knowledge priorities in

an organization or unit. The most important thing, the knowledge priorities identified should be supporting

the organization development and sales process. Further, it determines that actively sharing business proposals and case studies, along with individual learning regarding each one, is most important to satisfy

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the KM needs in this area. Some knowledge implementations priority via intranet by doing the following;choosing the right employees, coaching the gatekeepers, designing the collaboration environment,

establishing rules for participation and providing incentives (Shiv Singh, 21 June 2004).

In order to do so, well-planned intranets make a perfect platform for your knowledge managementinitiatives. In early stages, the developments of intranet are basically started out as grassroots, divisional

efforts that are then leveraged across the whole organization. Many of these intranets hold valuableinformation but are wild, decentralized, and unstructured spaces such as our previous MINT Localweb.

This can be a problem, as employees will only use the intranet as a learning, collaborative platform if theyhave confidence that it will consistently provide them with authoritative, validated, and qualified

knowledge in return. MINT Portal can be optimised to support knowledge management initiatives if changes implemented towards the existing content, publishing processes, and information architecture of

the intranet (Shiv Singh, 21 June 2004). Centralised authoring model can be implemented to make MINT

Portal as a KM platform. This kind of authoring model needs information and knowledge dispersed byvarious authors within a unit given to an initiate publishing team as the central web team. After thorough

evaluation and editing, then the articles will be published in the intranet. The advantages of this model is

that it gives the greatest control over published content, ensures the highest quality and consistency, easy tomanage and simpler publishing tools can be used. The disadvantage of this model that it is labour-intensive

and often bottleneck because of it is hard to keep up. As a result, publishing times is slowly paced

(Robertson J., 4-5 July 2005).

Three main points in order to maintain beneficial intranet information and knowledge gathering is

by evaluating the intranet content, make publishing more democratic and tweak the informationarchitecture. Firstly, to evaluate the intranet content, it is hard to know how much content is published

online. It makes sense if you remove the meaningless, orphaned, dated, and irrelevant content that is of little use to the employees. The content may be published in a wrong place, wrong format and in the wrong

amount of emphasis attached to it. Use professional content strategists and information architects to helpyou understand, manage, and evolve this content. Secondly, publishing processes can really make or break

the success of your KM intranet. For the intranet to become a knowledge management platform withknowledge communities, every intranet user should know how to publish content and provide feedback on

content already published. The intranet publisher must pay attention and understand to the actual publishing process, as this is your opportunity to codify individual learning by forcing publishers to add metadata,

categorize, and edit the content before publishing it. Lastly, use intranet as a knowledge platform to supportyour business objectives, pay particular attention to the information architecture. It is important if the usersknow how to relate the current content and terminology on the intranet. Consider categorizing all content

by use rather than subject. Categorizing the content by the context of its use, the depth of the information,

and the target audience will result in more distinct, intentional, and goal-oriented user experiences. It willalso naturally limit the amount of redundant content published. Most intranets today organize content either

by department or by internal process that only the process owners understand (Shiv Singh, 21 June 2004).

SUGGESTIONS AND FUTURE STUDIES

As a result of the recent and current reading, conferencing and various discussions, an initial web page will be developed as IT policy and customer relation web page as one of the tabs inside MINT Intranet Portal in

the near future. This web page will turn out to be one of our first prototype KM systems. As one of CoPs

and IT staff it is our greatest venture to dive in this technology. In advance, this web page will be develop by using Knowledge Management Life Cycle and interlink with KM knowledge capturing through KAIZEN

processing . In short, KM capturing in slow, incremental but constant and continuous improvement. This

web page will publish using centralised authoring model cause of its direct handling of information andknowledge and easy to manage by using very simple publishing tools. As a result, this web page will

represent high quality and consistency of information needed. This is one of IT Unit strategic planning inorder to reorganize unstructured and unpublished IT policies, information and knowledge to MINT staff.

MINT users just simply click web buttons on requested subject matters entitled and the information willsimply pop up on screen. So far, several local agencies and overseas conglomerates had established in

venturing and organizing KM in their organizations such as MAMPU, INTAN, TMS Berhad, Rehanstat

Sdn. Bhd., MPSJ, IBM, NASA and Toyota. For future studies, some intelligent method will beimplemented if enough budgets are given such as dynamic real time feedback system, content indexing

system. If some collaboration is conquest with prior public agencies like MAMPU, this KM system can be

a success in MINT.

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CONCLUSIONS

The keypoint to implement successful KM culture in MINT is to start small and as simple as possible butslow and constant improvement must take place in order to redefine KM in the near future. Volenteerism is

important in building up relationship capital in MINT. First of all, MINT staff must change their mind setand start sharing knowledge and information pleasantly required. No borders apart.

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mailto:[email protected]

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km new paradigm amyhamijah

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