The managerial infrastructure

In order to improve organizational performance and create value In LUCT, The

management should conduct meetings and motivate its stakeholders. the management
should motivate knowledge sharing by clearly communicating KM strategies and goals
to its stakeholders and provide incentives or rewards to the members who are achieving
desired knowledge sharing behavior ,( Maertensson, 2000).

In addition, researchers have reported that one of the most significant elements of
management for knowledge sharing to consider is trust. High levels of trust reduce the
reluctance of individuals to share knowledge and decrease the associated risk of losing
competitiveness, (Kushwaha and Rao, 2015) . Therefore, LUCT management should
create a culture that allows easy access of knowledge from the top of management to
the lower levels of management and also to its employees .

The LUCT management should also Encourage Networking. They should help their
employees to share knowledge by providing opportunities for collaboration through the
use of social software. Gold, Malhotra, and Segars, A. (2001) also supported also
stated that hardware, networking, and bandwidth elements of technology are important,
but they are not sufficient to perform the KM activities of sharing, storing, disseminating,
and maintaining knowledge. Other tools are thus required, like social media, content
repositories, and dynamic websites.

They also need to develop their KM plan and roadmap for implementation. Gold,
Malhotra, and Segars, A. (2001) also stated that it is important to define the KM
priorities and how they link to overall business priorities. Therefore, the management of
LUCT should decide how they will clearly communicate critical knowledge management
initiatives and measure their progress. They should create and share an implementation
plan and roadmap for developing capabilities that support knowledge flow, sharing as
well as the creation.
.
They should also make sure that each departments store the right knowledge that leads
to the design of better policy, modification of action, and delivery of results. They
should develop infrastructure capabilities not only in terms of hardware and software,
but also in terms of culture, structure, people, and technology . Davenport, Delong, and
Beers (1998) supported this by indicating that organizations that utilize both technical
and organizational infrastructures are more likely to implement successful knowledge
management projects.

Reference
Kushwaha, P. and Rao, M.K. (2015) Integrative Role of KM Infrastructure and KM
Strategy to Enhance Individual Competence: Conceptualizing Knowledge Process
Enablement. VINE, 45, 376-396.

Maertensson, M. (2000) A Critical Review of Knowledge Management as a

Management Tool. Journal of Knowledge Management, 4, 204-216.

Gold, A., Malhotra, A. and Segars, A. (2001) Knowledge Management: An

Organizational Capabilities Perspective. Journal of Management Information Systems,
18, 185-214.

Davenport, T., Delong, D. and Beers, M. (1998) Successful Knowledge Management

Projects. Sloan Management Review, 39, 43-57.