In every organization or corporation, there is some kind of structure that either facilitates

or hinders the distribution of knowledge within the entity. Despite the increase in

technology and modern tools, the process of knowledge transfer remains inherently

difficult, we see where those who have knowledge may not be conscious of what they

know or how significant it is or even how to transfer what they know. Thus, know-how is

“sticky” and tends to stay in peoples’ head.” (Denning, 2000).

Morrissey (2005) explains the two primary types of knowledge: Tacit knowledge and

explicit knowledge. Tacit knowledge can be defined as knowledge that “is

subconsciously understood and applied, difficult to articulate, developed from direct

experience and action, and usually shared through highly interactive conversation,

storytelling and shared experience.” Examples of tacit knowledge include “‘best practice’

performed in an organization, management skills, technologies, customer, market and

competitor intelligence.” Tacit knowledge is, by definition, hard to codify and store.

While explicit knowledge on the other hand “is more precisely and formally articulated,

although removed from the original context of creation or use.” Explicit knowledge

includes, for example, the content of spreadsheets, management reports, procedural

and training manuals. In other words, explicit knowledge is any knowledge that can be

codified and documented.

For over two decades studies and research have been going on to find out how to

effectively and efficiently transfer the knowledge within groups and organizations which
gave birth to the concept of knowledge management. There is no specific definition for

knowledge management among researchers and practitioners however the term is used

to refer to “the collection of approaches and practices related to the capturing

generating and disseminating of the know-how and experiences as well as any other

content relevant to an organization.

An organization within the Business process outsourcing (BPO) sector that have a high

employee turnover rate faces issue of frequent knowledge drain. When an employee

leaves, the company suffer the loss of more than just the person that leaves but also the

knowledge experiences and practices that the agent would have developed, especially

for agents who have been with the company for a long time. For most BPO companies

the training period runs for three to six weeks and most often covers standard operating

procedure and expectations. Agents will then be provided with a document to use as a

guide, for some it is outdated while others are frequently updated. Agents in many

cases are not willing to share knowledge for fear of being replaced or fired as such new

agents rely on the document provided which is usually created by the BPO company or

the client company that employs them. Companies will most often use financial

incentives to motivate agents to work or perform, however in many cases the monetary

incentive only brings about a brief change or interest. In as much as employees want to

be paid and paid well what holds and pushes an agent is recognition and security.

Recognition for work done and assurance that the job is secure.
It is important to remember that knowledge management is not about managing

knowledge for knowledge's sake. The overall objective is to create value and leverage

and refine the company’s knowledge assets to meet organizational goals. Implementing

knowledge management thus has several dimensions including: Strategy,

Organizational Culture, Organizational Processes, Management and Leadership,

Politics and Technology. Knowledge management strategy must be dependent on

corporate strategy. The objective is to manage, share, and create relevant knowledge

assets that will help meet tactical and strategic requirements. The organizational culture

influences the way people interact, the context within which knowledge is created, the

resistance they will have towards certain changes, and ultimately the way they share (or

the way they do not share) knowledge. The right processes, environments, and systems

that enable knowledge management to be implemented in an organization. knowledge

management requires competent and experienced leadership at all levels. There are a

wide variety of knowledge management -related roles that an organization may or may

not need to implement, including a chief knowledge officer (CKO), knowledge

managers, knowledge brokers etc. The long-term support to implement and sustain

initiatives that involve virtually all organizational functions, which may be costly to

implement (both from the perspective of time and money), and which often do not have

a directly visible return on investment. The systems, tools, and technologies that fit the

organization's requirements - properly designed and implemented. (E. Hajic 2018)

Information Systems, according to Richard T. Watson University of Georgia (2007) he

states that an information system is an integrated and cooperating set of software

directed information technologies supporting individual, group, organizational, or

societal goals. Information systems can be used in many ways to improve both the

efficiency and effectiveness of organizational operations and decision making. Even if

people wish to use a rational approach to decision making, significant obstacles face

those who attempt it. Decision makers within organizations are frequently faced with

stressful environments of tight deadlines, interruptions, multiple issues requiring

attention, and inadequate information. Information systems may be used in many ways

to improve decision making. Systems which capture raw data and transform it into

information can help control business processes. Decisions which are very structured

may be automated. For more unstructured or complex decision environments, decision

support systems can help bring more structure and provide an initial assessment of

alternatives. Expert systems can help capture the expertise of one or more humans,

and make that expertise more widely available.

By creating a culture of sharing and providing platforms where employees can share

their strengths and weaknesses as well as their real-life success or failures in dealing

with situations will equip everyone involved with the needed knowledge to handle like

situations. A database of all collected experience and problems and the application of

associated company policies and procedures coupled with a wide range of keywords for

search will provide employees with the knowledge and tool to at the fingertip. Constant

update and training on database content and best practice solutions and a quick and

easy to use network for instant or real time communication between all levels of support

or employees makes for an easier transition of knowledge and assistance.

To ensure the knowledge drain is curved and a system of effective knowledge

management is created and fostered the following step must be taken but not limited to:

The senior leaders of the organization must establish and promote a knowledge-sharing

culture. Ideally, this should occur at the very top of the organization and be replicated

down the management chain within the organization. However, if senior leaders at the

top are not ready to support the knowledge management initiative, then individual

Agents that wish to create an effective knowledge exchange can establish their own

knowledge culture. This effort requires the support of the immediate managers of those

offices who wish to implement a knowledge sharing culture. A knowledge-sharing

culture should begin early in the agent's career. For current employee's, that work

should begin immediately. Asking a seasoned employee to spill his guts in the last few

moments before retiring or resigning is but a last-minute effort to leave as much

information as possible behind. Knowledge creation should be identified as a top priority

within the work environment. If the knowledge creation effort is not at the top of the

priority list, it is not likely to happen in an effective manner. When setting deadlines for a

project, always include requirements for conveying the "knowledge" among all agents

within the work environment. All levels of employees should be held accountable for

their knowledge exchange efforts. Agents should be recognized and rewarded for their

contributions. Staff should be trained on how to effectively share knowledge. Three are

some very creative agents but there are also agents with very limited expertise the

company often see all agents as being equal. They often do not see a distinction among

the talented workers who may have a college degree or certification compared to the
workers who have basic high school certification and may be lacking important concepts

professionalism needed to grow. The company must ensure that their reports pursue

appropriate training and establish reward programs for those that openly share their

expertise with colleagues. Methods for transferring tacit knowledge should be

developed. This task may require working with professional knowledge management

specialists who are trained in helping organizations develop and implement solutions.

https://www.td.org/magazines/the-public-manager/five-quick-recommendations-to-

create-a-knowledge-management-culture

http://www.stevedenning.com/Knowledge-Management/what-is-knowledge-

management.aspx

https://mackinstitute.wharton.upenn.edu/wp-

content/uploads/2013/01/2005_2006___Morrissey__Steve___The_Design_and_Imple

mentation_of_Effective_Knowledge_Mgmt_Systems.pdf

https://www.knowledge-management-

tools.net/files/A_Synthesis_of_Knowledge_Management_Failure_Factors.pdf
http://www.uky.edu/~gmswan3/777/IS_Book.pdf