Knowledge Management and Business

Intelligence

Mu’taz Tayseer Ayed

14020192

Introduction

Knowledge becomes one of the main key resources in organizations and firms because of its

economic benefits in addition to the traditional keys, financial capital, labour, and land.

Leading companies in the world now invest huge amount of money on technology and

research of knowledge management in order to elicit knowledge and know-how from

experienced practitioner minds, because of the tremendous pressure in competition in modern

business environment.

Companies now a day are hiring minds more than hands. The importance of knowledge is

indicated in different fields and aspects; it solved many firms’ problems and saved finance

and time. On the other hand, firms who did not respond to the need of the knowledge

management lost a competitive advantage in the global market.

(Becerra-Fernandez, et al., 2004) In 1969, the most significant achievement in mankind

history arose when Neil Armstrong became the first human walking on the moon. This

historical event was a bittersweet symphony for NASA’s chief Sylvia Fries, sweet for the

celebration of people, but, it was bitter because of the knowledge that evaporated in the first

lunar adventure. Apollo 11 had 4KB (RAM), 74KB of auxiliary memory, and no disk drive.

Furthermore, Carruthers mentioned: In aerospace industry the profits of knowledge can be

identify in the learning curve, which illustrate the ability of aircraft manufacturer like Boeing

and Airbus to manufacture the same aircraft that cost 5 Billion with approximately 200

Million and reduce the time needed to manufacture a plane and its parts. This could not be

done without managing and collecting the knowledge, know-how, and expertise skills in 5

years of manufacturing, reporting, searching, and correcting.

Figure 1: Learning curve in Aerospace industry

History

(Barnes, 2002)Technology changes, education, customer power, and high demand, changed

the business and economy standards, increasing the pressure on firms to cope with market

demands and changes. Many strategies had been developed trying to react with pressure and

be flexible such as, business process re-engineering (Hammer and Champy, 1983), total

quality management (Edward Deming, 1986), downsizing (Trimmer, 1993)…etc.

However, all these theories had a transient and limited effect, which push to rethink about

ideas that achieve competitive advantage. Barnes continued, the focus shifted to a source-

based view, it means to look at the organization resources as a key of competitive advantage.

This view found uniqueness between the capability and resources of the organization.

Moreover, knowledge and information found as a competitive differentiator as the knowledge

of expertise and know-how knowledge to become a valuable to be managed, captured,

shared, and created. Consequently, the field of knowledge management was born and then

flourished.

Knowledge

(Barnes, 2002) Used Nonaka (1994) and Huber (1991) knowledge definition as a justified

personal vision comes as a result of experience and skills that increases an individual’s

capacity to take effective action and decision that supports the organization.

Different scientists and writers tried to define knowledge clearly, but the argument still

existing for these days. The common thing between all views is that knowledge created from

after being data, then information which is meaningful, understandable and useful.

Figure 2: Data, information and knowledge structure

Tacit and explicit knowledge

One of the terms in knowledge management is to know the distinction between the two types

of knowledge, tacit and explicit. (Hawryszkiewycs, 2010, p. 73) Explicit knowledge is the

one able to be codified, structured and unstructured, which make it easier to understand and

managed. Knowledge of last years’ sales is an example on explicit structured knowledge that

can be understood. Stories about workers experience with customers by a creative and

experience background is an unstructured knowledge.

On the other hand, tacit is the knowledge which individuals have in their minds as a result of

experience, data and creativity in solving problems, a combination of facts and cognitive

process used by people which is not easy to be codified or stored. (Hawryszkiewycs, 2010, p.

73)

Is knowledge manageable?

Obviously, as it is hard to be absorbed from individual minds, knowledge itself is not

manageable. The process needed to encourage people to share, develop, and increase the

intellectual capital in a firm or organization is the manageable.

Approximately 42% of knowledge resides inside individuals’ brains, therefore; a

management system should be implemented in the firm to route map connects all firms

members to understand their responsibilities, relevance with the firm and to access the

available and needed knowledge to share, increase and develop firms intellect capacity.

Knowledge management (KM), Knowledge management systems (KMS)

Knowledge management is one of the most important today in research and industry.

Although it is playing a main role in business, it is difficult to define it because of many

seasons, such as, the difficulty to define the knowledge itself, how to absorb knowledge, how

hard to point to something and say it is a knowledge.

(Hislop, 2013, p. 49) In order to define and understand “Knowledge management”, both

terms should be clearly understood and defined. As mentioned before, many scientists

defined and argued about knowledge, the ability to manage.

However, Alvesson and Karreman (2001) suggestion about knowledge management literature

weakness is to define “management” by its unproblematic and self-evident. To understand

knowledge management clearly, talking about management is important as much as

knowledge. Therefore, the term management ‘used as a noun, refers to a group of people who

have responsibility for managing people and other organizational resources. Used as an

adjective, management refers to the process by which people and organizational resources are

controlled and coordinated with the intention of achieving particular objectives.’ (Hislop,

2013, p. 50)

(Davenport, 1994, p. 124) defined knowledge management (KM) as the process of sharing,

capturing, developing, and effectively store and use organisational knowledge using different

approaches to make the best use of knowledge support achieving organisational goals and

objectives.

(Caokes, 2003) Knowledge management is the name given to the set of systematic actions

that an organization can take to obtain the greatest value from the knowledge available to it.

(McInerney, 2002, p. 1009) Knowledge management is an effort to increase useful

knowledge within the organization. Ways to do this include encouraging communication,

offering opportunities to learn, and promoting the sharing of appropriate knowledge.

Arguably, Davenport can be considered as the most general definition because it described

the different processes of the knowledge, create and absorb knowledge, under management

term and the necessity of being beneficial for the organization, which is the business or

commercial view.

Caokes definition spots the light on the importance of the sequence, the need of a system, and

how much is the value obtained from KM without specify exactly what are the systematic

actions unlike the other definition. On the other hand, McInerney has been specific even more

than Davenport by mention ways to share, create, and develop knowledge, by encouraging,

communicate, learn, promote.

Consequently, KM is the process of managing the systematic plan which main target is to

share, create, develop valuable knowledge by communicating, socializing, and encourage

learning; to achieve organizations objectives and competitive advantage.

(Singh, 2013, p. 212) Companies whom are relying and compete on expertise knowledge

(e.g., professional services companies and management consulting firms) started to

implement information systems to expedite the integration, storing, and codification the

knowledge of the organization, as Singh quoted from Alavi, 1997; Bartlett, 1996; Sensiper,

1997 , this system referred to knowledge management system KMS.

The difference KMS and information management system IMS

Basically, IMS is the tool of managing information by collect, store, and categorize

information to support management in firms to do the job, in addition to analyse and

summarise reports. It gives indications about service quality, customer satisfaction, and

employee efficiency. (Benson & Standing, 2008, p. 79).

They added; IMS can be divided or work in five categories: management reporting system,

decision support system, expert system, executive information system, and groupware.

It can be conclude, the main difference between KMS and IMS is the flow of knowledge in

KMS and information in IMS. In KMS knowledge should be created from experience and

know-how in individuals mind and the need to redirect it by socializing and sharing to create

another valuable knowledge, on the other hand, IMS is about input and output of document,

database, and reports then be collected to give informative result.

Further, the nature of the material or object managed (knowledge and information) in both

system are totally different, “knowledge is information possessed in the mind of individual”,

“knowledge resides in the user and not in the collection [of information” (Barnes, 2002, p.

17) , Barnes mention Vance (1997) definition of information as data interpreted into a

meaningful framework or a result, while knowledge is information that has been

authenticated and thought to be true. Therefore, information is easier to be identified than

knowledge.

Knowledge management in trends, problems and challenges

(Gupta, et al., 2000) There are two major trends for KM in the beginning of the twenty-first

century since the only advantage for organizations is what they know and how they use it.

First trend is “measuring the intellectual capital of an organization: developing measurement

ratios/indexes and benchmarks”, second trend is “knowledge mapping: capturing knowledge

gained by individual and disseminating it throughout the organization, mainly via information

technology”.

Though, not having a measurement tool or benchmarks, which is a trend, is a problem and

challenged to be solved specially to implement an effective technology for it. Managers

mentioned the cultural issues as the primary concern in KM, particularly, how to convince

people to share their knowledge in the organization and volunteer it with other business units.

Other problems and concerns rise not only on the knowledge and individual aspects, also

regarding to managerial, informational circumstances can be seen in the following table from

(Barnes, 2002, p. 22)

Externalizing tacit knowledge problem

As mentioned before, one of the main challenges with knowledge is to value it and to

distinguish between tacit and explicit knowledge regarding to Polanyi. Particularly, tacit

knowledge has more difficulty than explicit, in Polanyi’s words, “We can know more than we

can tell” 1996 (Barnes, 2002, p. 36).

In Nonaka and Takeuchi (1995) knowledge creation, tacit knowledge should be externalized

to be an explicit by sharing metaphors when socializing. In contrast, trouble aspects about

externalizing tacit knowledge derive in three points: firstly, no personal need to make it explicit on the

individual level. Secondly, people are not aware about their selves and the knowledge they hold.

Thirdly, transform tacit to explicit can reduce its power and competitive advantage.

Two distinct properties of tacit knowledge are claimed by Polanyi; proximal and distal. Distal

is the part that is far away from us and proximal is the part close to us and our point of view.

For example, focus the interest, which is the proximal term, on a document or report, which is

the distal term, somehow knowledge can be recognized and captured.

Table 1: Key concerns and challenges related to KM

Case studied, failure and success

Two case studies in two different firms are discussed in this section illustrate success and

failure KM systems.

Volvo case study, sharing tacit knowledge:

This case study is discussed in (Barnes, 2002).

Case study information and research methodology

Agent-based recommender system was implemented in the autumn of 1988 and took four

months to be used at IT service Company within Volvo group. With intranet of 450 servers

that had about 400,000 documents between reports, of projects, frequently asked questions

(FAQs)...etc.

The company involved 80 Volvo employees with different jobs and position, but 48 agreed to

participate. Then, the participant had 2-hour meeting about the system, its purpose, how to

use it, and what to do. (Barnes, 2002). The theory used in this research was an exploratory

way and giving users the finding on which the analysis is built, rather than formed

hypotheses.

Seven out of the 48 did not comet with the system and were sending the information by e-

mail intermittently. Different ways used to collect users information and documents to

categorize and analyse it, users were invited to group interviews, which were 18 to 66

minutes, but only eight attended and the rest had been sent a questionnaire e-mails also only

12 responded. (Barnes, 2002)

System information and purpose

Users had four options to do in the system: delete, edit, find, or check result of the agents

they had, and then the agents will be beyond keyword that users will come up with, which

should be descriptive and related to the agent. The goal was to have system able to provide

the company with the targeted information with less workers effort.

Research results

Participant used the system very high in the first week, but after two weeks the using dropped

dramatically, and then maintained constant at w certain level with some fluctuation and

unitability every while, like using the system heavily in days then stay away for days. Seven

participant expressed they did not have the keyword that can fully include all the meaning in

their mind about the agent.

Then, 27 responding users tried the result of the system, (7 of 27) responding users’ feedback

mentioned that the system was useful and believed in its benefits in the future as a great

potential. But the majority (15 of 27) reported a strange and unexpected result from the

programme with unrelated documents or information about the agents or keywords.

Conclusion and failure factors

In conclusion, this project is selected as a fail, because of the obvious feedback of the

majority, in addition to not use a particular theory as mentioned before which gave users the

freedom to input any information and share any knowledge that might be not valuable or

useful.

The teaming up should have been designed better regarding to one suggestion “what is the

use of hooking up with people doing the same stuff I do...” which reflect that users with

different work profile had not been used very well. Consequently, the socializing was not in

the plan from the beginning which is a weak point in this system.

IBS –Kolkata (IBS-K) business school in India

This case study is discussed in (Basu & Sengupta, 2007)

Case study information and research methodology

(Basu & Sengupta, 2007)This case focuses on the factor behind a successful learning

organization in terms of knowledge management. The school is chosen because it has been

matured and developed in the last 12 years and has got many initiatives in sustainability to be

in the top 50 business schools in India with remarkable reputation. Different types of

questions had been asked for IBS members, closed-ended questions to Likert scales.

42 members from different backgrounds such as, Finance, economy, and marketing were

involved in the questionnaire in the age between 25-56 years old, only 25 members

responded. In addition to records about the reviews from work field about the school has been

gathered.

Research results

(Basu & Sengupta, 2007)IBS-K has added to a brilliant data base comprising of equipment,

programming, system where it keeps up a fast 4 Mbps. Various business databases, for

example, Cygnus, Reuters Business Insight, Prowess and so forth. With the end goal of

showing and examination, a substantial number of modern programming bundles like Oracle,

SPSS, SAS, SAP, Rational Rose and others are authorized for normal utilization.

After that, an extraordinary intranet site called 'Workforce Zone' has been given to all the

employees of the establishment. The goal was to scatter different work related data

(beginning from class timetable to understudy input, talk discussion and reporting of different

sorts).

The impacts of such offices have been reflected in the use example of data extraction by the

employees. 33 every penny of data needed by the personnel is removed from Internet,

contrasted with 27 every penny from the inside library and 10 every penny from the outside

libraries. IBS has as of late presented talk discussion on its site and requests workforce

recommendations on different issue.

Conclusion and successful factors

It was noticed that substantial knowledge communication takes place on informal workers

efforts with non-IBS-K experts, which is interesting. The communication tools used are

mostly direct contact and telephone calls.

Moreover, factors of successful started with a high integrated technology available for all,

motivation of users and commitment, moderate pay-scale and allied benefits above sector

average, encouraging in conferences, research and publication, a relative low knowledge

sharing by users, but it is improving every year. (Basu & Sengupta, 2007)

Learning organizations concept, fifth discipline, features and

implementation keys drivers

As we mentioned before, many management ideas were revealed in the last decades but

without any stability and with a short and permanent effect and benefits.

Sources-based view was the strategy with more reliability, which is became the born of KM.

Because of the need to share, capture and create knowledge, huge firms like IBM and

General Motors became to turn and look for being a “learning organization” to achieve

competitive advantage. So, what is the “learning organizations” and what are the criteria to be

a learning organization?

Regarding (Larson, 1993) as quoted Peter Senge "is a place where people continually expand

their capacity to create the results they truly desire, where new and expansive patterns of

thinking are nurtured, where collective aspiration is set free, and where people are continually

learning how to act together."

From this definition, the concept behind the learning organization is to work in teams in order

to learn from others experience, which means obviously to share and create knowledge, and

that will be beneficial for the firm because there will be no loss in the skills and experience in

the firm and it will keep going in a loop that is compatible with Nonaka theory.

Consequently, learning organization concept is to manage knowledge under the name of

learning.

Figure 3: Fifth disciplines combination

(Senge, 2001) Explains five points characterize the learning organization that encourages

workers to participate in the KM operation, these five disciplines are as follow:

Systems thinking

System thinking in organization is seen as an effective tool in solving problem, also, as much

as the thinking in organization is wide and unique, the way of thinking and augmenting the

complicated issues will be different and unique (Senge, 2001, p. 88). Many tools are used in

system thinking such as, archetypes, casual loop diagram and computer tools that make it

easy to talk about interrelationships.

For example, as Daniel Kim the publisher of the systems Thinker, some people who work in

multinational organizations are not native in the same language but they can understand the

purpose and the goal from others because they are in the same “system thinking” area.

Consequently, system thinking encircle a large number of unorganized methods, principles

and tools directed to look at the relation of forces and system parts and seeing them as a part

in the same process in order to guide the system to have the same behaviour with the

common tool, theories and principles (Senge, 2001, p. 89).

One of the system thinking forms has become very effective language to achieve fruitful

change in organization which is called “system dynamics”.

Personal mastery

The term mastery is a Sanskrit root “mah” means “greater”, In medieval French it means:

someone who was exceptionally proficient and skilled to done something – a master of a

craft. In our use today it means more closely the capability not only the result, so, if someone

did something with some struggling he or she would not be called a master.

Furthermore, this discipline looks to the organization as the capability of people, but giving

training and try to increase workers capability is not enough; it needs a spark from people to

learn, because if it is not, systematically they will forget it. (Senge, 2001). So, it is an

individual learning and capability’s increase.

(Senge, 2001) Mentioned “The central practice of personal mastery involves learning to keep

both a personal vision and clear picture of current reality before us” which will create a force

within ourselves called “creative tension.

Team Learning

Team learning means to adjust individuals' effort by coordinating their energies, making

cooperative energy. It involves the capability of minds and personalities by mastering

practices of discussions and dialog.

Discussion is the place distinctive views are displayed and shielded looking for a perspective

to bolster choices that must be made. Dialog includes suspending one's own particular

perspectives, investigating issues from different perspectives, and going to the mental models

and individual visions of others.

A learning association showing groups furnished with skills in request and reflection will be

better arranged constantly to extend its ability to make its future. (Flood, 1998, p. 266)

On the other hand, there may be strengths at work that anticipate gainful discourse and

dialog. Once more, Senge makes reference to the exploration of Argyris and Schon, called

activity science. Activity science endeavours to recognize guarded schedules individuals

utilize in dialog and dialog that separate those processes.

For case, actually when one colleague realizes that another has committed an error, they may

incline toward not to remark genuinely about this on the grounds that it can result in shame or

offense.

Shared Vision

It is a vision to which many people are sharing the same purpose, commitment and goal to

collaborate different visions, opinions in the same goal. By sharing common sense of job and

operating value. It is an extension of personal mastery as individuals’ capabilities to collect

these improved capabilities in a shared commitment. Shared vision creates and secures

organizations’ future. (Flood, 1998, p. 265).

Many points constitute the vehicle of shared vision due to (Senge, 2001), firstly, by having a

destiny in organization which should be clear, that helps people to have a shared vision and

goal to work on, create, expand and develop their skills.

This destiny or goal can be expressed by organizations’ founders. Secondly, the heart of

shared vision is to create and evolve in which workers in every part or level in the

organization can express honestly from their hart what really matter to them and to the

organization, and be heart by the managers. That evaluates the quality of the shared vision.

Mental models

Mental models are the stories, images, ideas, we hold in our mind or other people and

institution which shape the way each individual define and look to the world. Mental models

are the tacit knowledge in people minds and invisible in the routines they discharge.

The discipline of mental models encourages individuals’ to recognize mental models they

carry in their minds. Mapping mental models in a process that help organizations to create a

sharing, socializing environment will help it to increase the capability.

Mental models are extended to create “organizational learning”, because every individual can

explain the same thing in a different way. Challenging mental models expands individuals' as

well as teams' capacity to learn and to create their own future (Senge, 2001) & (Flood, 1998).

Figure 4: Organizational learning development

Key drivers behind learning organization can be summarized in preserving the expertise and

the knowledge carried inside their minds to the firm with environment help expanding and

improving the knowledge they carry and transfer it to others.

Also, helps to solve complex problems, increase the performance financially and non-

financially.

In conclusion of the fifth discipline, every single one requires sharing and learning on the

individual and team level to support the organization’s purpose and goal in a planned system.

So, with a looped system offering learning with different levels and styles to every single

person in the organization the knowledge will be mapped, shared and created in the

organization to increase its capability, stability and be able to react with pressure and

problems.

Moreover, a link between people in the organization is implemented, which helps socializing

in between with continually expand their capacity to create the results they truly desire.

Strategies adopt learning organization & “Is your organization a learning

organization?”

As mentioned previously, all companies are trying to switch to be a learning organization to

increase capability and adapt with future changes, yet, few companies achieved that and the

rest did not.

Many reasons can be behind failure of implementing the learning organization such as, a

wrong structure for building a learning organization or not enough tools to assist the learning

flow or how beneficial is the learning.

As a consequence, (Garvin, et al., 2008) proposed a solution to answer the question by

construct a three building stones reflect the building strategy of learning organization. Then, a

measuring tool to assist how effective and beneficial is the learning organization in order to

implement a total learning organization rather than a traditional organization with a

traditional management system.

Three main blocks should be the base of the learning organization, purposely, to create and

share learning with the necessity to the leadership.

Block 1: A supportive learning environment

Having the learning environment is the first step should be done because it encourages

everybody to talk and explain their ideas, in addition to argue others without fear or shy, and

ask questions. For example, Minnesota, children’s hospital and clinic, edited the reporting

policies with new conditions called “blameless reports” which asks for reporting without the

fear of being blamed or judged.

Surprisingly, that helped and increased the clearness and honesty in reporting and identifying

the illness reasons or death causes. As a result, the percentage of deaths and illness decreased

by prevention. (Garvin, et al., 2008)

Block 2: Concrete learning process

The learning environment and process should not remain the same, next step is to keep it

under improving and “concrete” it by having an information system support workers to learn

from complex problem, competitors and customers.

Experience new challenges and keep training employees. By making participants asking why,

what we should have done to make it better and how, what to do next time, US army was able

to improve many aspects by codifying the results. (Garvin, et al., 2008)

Block 3: Leadership that reinforce learning

Both previews blocks need a leadership to achieve the first two blocks by show willingness to

hear alternative solutions or ideas from employees, in addition to involve every individual in

an effective listening and discussion then indicate the important information, knowledge to be

mapped and transferred.

Harvey Golub, former CEO of American Express, enthuse managers to think creatively by

asking them many questions about problems and importance aspects related to the future of

the organization. (Garvin, et al., 2008)

It can be seen, the difference between learning and traditional organization is; on the firm

level, in learning organisations, mistakes and errors are seen as learning opportunities or a

sign that procedures need to be reviewed and improved, that training may need to be

introduced to prevent mistakes to be repeated and the blame is more on process than

individuals.

Similarly, positive results can be highlighted as opportunities for imitation by other teams,

units departments. In traditional approaches, mistakes are more readily seen as an opportunity

to criticise or complain or discipline the guilty party. Denial is used to avoid facing painful

realities. In consequent, vital lessons are not learned and history may be repeated.

Role of technology in KM projects

The role of technology in KM projects is basically about how technology helped in KM

sharing, creating and storing the tacit. Many technologies are helping in KM improvement

regarding to (Kazi, August 2002, p. 130) such as Telephone, Internet/Intranet…etc. Kazi

2002 added due to a questionnaire in construction industry about effectiveness of the

technology used and how often it is used in table (2). Telephone is in the top as the most

usage followed by internet/intranet and face-to-face meetings and report. It can be seen that

the ones with the highest effectiveness are related with the interaction and communication

with people in addition of the easiness in using of the technology.

In the last 10 years, the challenges emerged to implement IT system compatible with KM perspectives

and needs, but still there is no IT system sufficient enough because of the nature of KM and the

weakness points in IT systems and computers. (Kazi, August 2002) & (Barnes, 2002).

Technology bright and dark challenging side

Mainly, every firm utilized IT as a part of comparable courses yet there was some variety.

One substantial, offices administration organization showed a formal way to deal with IT,

with an authority IT office and the improvement of a corporate intranet to store vital all data

that could be gotten to all through the firm. A corporate intranet is a productive apparatus for

the capacity and stream of unequivocal learning. It has been contended that such an

instrument can improve organization choice making, Furthermore, email was utilized to

impart learning and thoughts over the firm, and remotely with customers and clients.

Notwithstanding, it was contended that most formal IT utilize is moved down with casual IT

utilize, for example, the phone where individuals can impart calmly and develop

compatibility, particularly between workplaces. One participant noticed that: "Innovation is

great in light of the fact that you're advancing yet you shouldn't dismiss the way that you've

ok speak with individuals" (Kazi, August 2002, p. 132)

Regarding to Zyngier about the role of technology in KM: “In a knowledge management

strategy technology is an instrument in a collection of processes that govern the creation,

dissemination and utilisation of knowledge to fulfil organisational objectives”, (Zyngier,

2001, p. 6).

KM and BI tools and technologies

(Rud, 2009)Business intelligence (BI) is the group of tools and techniques for the

transformation of data into useful information and meaningful used in business analysis

purposes and planning which helps in develop and create new strategic business opportunities

by allow the easy interpretation of these large volumes of data.

BI tools categorize

1. OLAP online analytical processing

2. Reporting and querying software

3. Spreadsheets: analysis and storage of data in tabular form and simulations of paper

accounting worksheets

4. Digital dashboards: showing a graphical presentation of the current status

(snapshot)and historical trends of an organization’s key performance indicators

5. Data warehousing: is a system used for reporting and data analysis and store current

and historical data and are used for creating trending reports for senior management

6. Data mining: extract information from a data set and transform it into an

understandable structure for further use

7. Local information systems: designed primarily to support geographic reporting

Oracle as BI tool

Basically, Oracle Database referred to object-relational database management system.

“At Oracle, we want to help you shift that spending balance. We help you simplify your IT

environment so that you can free up money, time, and resources to invest in innovation. We

do this by providing hardware and software that’s engineered to work together, in the cloud

or on premises” Oracle company message Oracle (1998).

Oracle database products deliver innovative technologies and leading price/performance,

from the enterprise to small workgroups, from the cloud to mobile devices, from super-

clusters to single servers, Oracle (1998).

Oracle (1998) in website documentation, Oracle's latest offerings include multitenant cloud services;

in-memory real-time data management and data analysis; secure intelligent storage solutions; support

for big data and JSON; and more. Regarding Global Software Top 100, as of 2011, Oracle is

the second-largest software maker by revenue, after Microsoft. However, As of 2013 Oracle holds #1

DBMS market share worldwide based on the revenue share ahead of its four closest competitors -

IBM , Microsoft, SAP and Teradata, regarding to Oracle Market Share.

In Forrest consulting company a huge impact of Oracle has been done as shown in the figure.

In conclusion, KM is a managing of the process or the system designed to produce, share and

increase knowledge in the firm. Also, main challenge in KM is to have a KMS which workers

can deal with it and extract with less time and more efficiency. Regarding to the case studies;

KMS are designed and give a positive result and effects on the long term in addition to the

practise of individuals.

Further, learning organization is a philosophy created to make the right environment for

learning and expanding the knowledge on the individual and team level, which breaks the

boundaries of cultural problems or individuals who do not fell the importance of give what

they have on their mind or ask questions, discuss and argue about something. It makes an

environment that spark a feeling in every single individual that he/she is important and what

he/she has in their mind is valuable.

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