Framework For Implementing KMS Based On SNS In Vietnamese SME
Quoc
Trung Pham, Kyoto University, Kyoto,
Japan
ABSTRACT:
In knowledge society, knowledge
management (KM) is increasingly considered the best strategy for improving the
competitiveness of any enterprise. However, implementing a knowledge management system (KMS) successfully is a difficult problem
for many enterprises, especially for small
and medium enterprises (SMEs)
because of their lack of resources for R&D and innovation. Currently, Vietnamese SME becomes the majority
and very important for the development of
Keywords: KM framework, KMS,
Implementation, SNS, Vietnamese SME
1. Introduction
Nowadays, small-and-medium enterprise (SME) is the majority (90%) of the
world’s enterprises and Vietnamese SME increasingly becomes the dynamic of the
economic development of
However, implementing a knowledge management system (KMS) successfully is
difficult for many enterprises, especially for SMEs in developing countries
like
With the development of web 2.0 technology, social network service (SNS) becomes a powerful platform for communicating, collaborating, marketing, and knowledge sharing. Recently, SNS is increasingly believed a suitable platform for implementing a new KMS and creating a new kind of organizational structure, which facilitates knowledge creating and sharing.
Therefore, the main purpose of this research is to suggest a framework for Vietnamese SMEs to implement a KMS successfully. To get this goal, firstly, real conditions of Vietnamese SME is studied, secondly, opportunities for using SNS in solving problems of KMS implementation is explored, then, a new KM framework based on SNS will be proposed, and finally, a prototyped KMS will be implemented for testing the solution. The structure of this research is as follows: (2) Definitions and related works; (3) Case study of KMS implementation in Vietnamese SMEs; (4) SNS for solving problems of Vietnamese SME; (5) KM framework based on SNS; (6) Prototyped KMS based on SNS; and (7) Conclusion and future works.
2. Definitions And Related Works
2.1. Definitions
According to the definition of Vietnamese Government, SME or small-and-medium enterprise is differed from big enterprise by its size of total capital and the average annual number of laborers. In this research context, for simplification, SME refers to enterprise with less than 300 full-time employees.
Social network service (SNS): a representative of new generation of web technology (web 2.0), in which it focuses on building online communities of people who share interests and activities, or who are interested in exploring the interests and activities of others (Smith, 2006). The most powerful characteristic of SNS is the ability to integrate various applications for supporting online interaction between people in the network.
2.2. Related Works
From our previous researches (Pham & Hara, 2009; Pham, 2010; Pham & Hara, 2011), key lessons for Vietnamese enterprises in implementing KMS are as follows:
Ø A preparation phase is needed for improving the current ICT maturity of Vietnamese enterprises up to level 4 (web-based) or 5 (knowledge-oriented) before implementing a KMS. (Pham, 2010)
Ø For a successful KM solution in Vietnamese enterprises, Technology capabilities (Techno-ware and ICT-ware) should be improved first, and then Knowledge capabilities (learning, culture, communication and innovation). Besides, KM approach should focus on improving employee satisfaction (intangible factors) because of its direct effect on KM and labor productivity. (Pham & Hara, 2011)
Ø Using SNS of web 2.0 for KM can ensure the success of KMS because of its ability in combining 2 main KM strategies and integrating various technologies for KMS. (Pham & Hara, 2009)
Those lessons are very important in solving any problem of Vietnamese SMEs in implementing a KMS and establishing an integrated framework for KMS implementation. This integrated framework will guide Vietnamese SMEs how to prepare for and implement a KMS in practice.
Furthermore, in order to build an integrated framework for KMS based on SNS in Vietnamese SME, modifying a previous framework for KMS implementation is a necessary. In this paper, a KM framework of Kim et al. (2006) is used to explore and it is summarized in the table below. This framework is chosen because of its simple style and systematic order. Moreover, it is grounded on various frameworks and applicable for many enterprises in practice. This framework can help Vietnamese SMEs get a common understanding about KMS. However, it should be revised to take advantages of SNS and to be applicable for Vietnamese SMEs in practice.
Table 1:
A Framework For
KMS Implementation (Kim Et Al., 2006)
|
Phase |
Sub-phase |
Guide line |
|
Strategy |
Clarify organization strategy Define KM strategy |
Understand firm’s goals and CEO’s vision Obtain a firm support from CEO Set strategic priority Analyze the relation b/w goals and KM Set a strategic priority for KM Define structure of knowledge and organization |
|
Structure |
Organize organization Organize knowledge |
Minimize the change of organization structure Specify responsible people or teams Evaluate and percolate knowledge Analyze the location of knowledge |
|
Culture |
Share needs & value of KM Create KM culture |
Involve whole KMS users |
|
Process |
Analyze work process Define knowledge activities |
Balance work load on teams or people Adopt bottom-up approach Customize knowledge activities with work process Synchronize knowledge activities with work process |
|
System (KMS) |
Define the range of KMS Customize KMS Implement KMS physically |
Build activity based KMS Support knowledge activities as well as work process |
|
Adjustment |
Monitor KMS Evaluate KMS Refine KMS |
Monitor physical usage and recognition of users Build criteria of its own for evaluating KMS |
3. Case Study Of KMS Implementation In Vietnamese Smes
3.1. General Information About KMS Implementation
In Vietnamese Smes
According to Vu H.D. (2008), Vietnamese SME is increasingly being supported
by the government, such as: an office on SMEs development was established; some
government decrees on the assistance in the development of SMEs were issued,
etc. In this context, the application of KM in the SMEs sector will be promoted
to ensure the sustainable development of this sector. The government of
According to my previous research (Pham, 2010), the ICT maturity index (ICTMI) of Vietnamese enterprises is at the average level (Substantial). For SME sector, the highest ICTMI belongs to enterprises with about 100-200 employees. In comparison with other factors of ICTMI, human resource is at the lowest level for most of enterprises. In the data sample, there is no SME reached level 5 (knowledge-oriented), and only 25% of SMEs reached level 4 (web-based). Whereas, there are more than 50% of big enterprises reached level 4 or 5.
Besides, based on data analysis of another research (Pham & Hara, 2011), KM level of Vietnamese enterprises is at an average level (3.5) in the scale of 1-5. Figure 1 shows the KM level of Vietnamese enterprise by field and type.
Figure 1. The
KM Level Of Vietnamese Enterprises
(Graphed Based On Data Of Pham & Hara, 2011)
Above figure shows that half of the enterprises in the survey data started
their KMS project. Therefore, to compete with other enterprises effectively,
Vietnamese SMEs should start a KMS project for strengthening their
competitiveness based on their knowledge and innovation ability. Contrast with
current hesitancy of Vietnamese SMEs in implementing a KMS, above results and
figure indicates that business environment in
3.2. Case
Study Of KMS Implementation In Vietnamese Smes
In order to understand difficulties
of KMS implementation in Vietnamese SMEs and their main causes, three cases of
KMS implementation in Vietnamese SMEs were analyzed, including BR&T
Consulting Ltd.,
Table 2: Difficulties Of
KMS Implementation In Vietnamese Smes
|
Case |
Developing stage |
Operating stage |
|
Case 1
– BR&T Ltd. |
Lack
of common understanding about KMS Lack
of preparation for KMS implementing. Lack
of resources for KMS project. Loss
of long-term support from top leader. |
|
|
Case 2
– |
KM
strategy and business strategy are not aligned. |
Unfamiliar
with using computer. Unwilling
to share knowledge and afraid of losing power when sharing knowledge. Dissatisfaction
of search function of KMS. |
|
Case 3
– LamDong DST |
Too
high expectation from KMS. Knowledge
structure is not defined. |
KMS is
too complicate to learn & use. Experts
are not available and ready for knowledge sharing. Hard
to measure the value of knowledge. |
3.3. Approach
For Solving Above Difficulties
Analyzing above problems by developing stage, most problems are caused by the lack of common understanding about KMS (organizational reasons). Without a common understanding about KMS, other difficulties will appear, such as: knowledge structure is not clear, business strategy and KM strategy cannot be aligned, conflict will occur easily, expectation cannot be controlled, and finally, loss of support from the top manager. Analyzing by operating stage, most problems are caused by the lack of a suitable technology for KMS processes, which is easy to learn and utilize and capable of bridging communication gaps and integrating various existing applications (technological reasons). Without such technology, other difficulties will appear, such as: the system is too complicate to learn, dissatisfaction with some functions of KMS, inconvenience in sharing knowledge, and finally, worry about losing power due to immeasurable contribution. In summary, two main reasons of above problems are: (1) Lack of a common understanding of KMS; and (2) Lack of a suitable technology for KMS, which is easy to learn and utilize.
In this paper, an
integrated framework for implementing KMS based on SNS, which includes
guidelines for changing business environment and implementing KMS based on SNS,
is a solution for above problems. This integrated framework is useful for all
Vietnamese SMEs in implementing a KMS in practice, because it covers those
lessons from previous researches and related studies in this paper. The
following figure summarizes above difficulties and the solution for them.
Figure
2: Solution For
Problems Of Vietnamese Smes In Implementing A KMS
4. SNS For Solving Problems Of
Vietnamese SME
Firstly, to solve the technological problem, SNS is needed because of its ability in bridging communication gaps, integrating various applications and its convenience in learning and using. According to Avram G.. (2005), SNS is very simple and easy to use and it could provide a useful complement to existing knowledge repositories. Besides, from the result of our research (Pham & Hara, 2009), SNS can be used as an integrated platform for supporting KMS processes and bridging communication gaps in knowledge sharing. Therefore, an integrated framework for implementing KMS based on SNS will be a solution for above problems, in which SNS is the key.
Secondly, to solve the organizational problem (misunderstanding about KMS between project members), SNS is needed because it can help answer above questions of KM about knowledge structure, organization structure for KMS and KM strategy. Using SNS in implementing a KMS, three main aspects of implementing a KMS, including knowledge structure, organization structure for KMS, and KM strategy, will be clarified. Directions of using SNS as a base for knowledge structure, organization structure and KM strategy are summarized as follows:
4.1. Knowledge Structure Based On SNS
According to Bontis (1999), knowledge or intellectual capital includes: human capital, structural capital and relational capital. Previous approaches of knowledge management focused on (1) turning human capital and relational capital into structural capital, and (2) managing structural capital. But, structural capital is realized not enough for KMS and other capitals can hardly be turned into structural capital. SNS is found to be a suitable platform for this requirement because through friend network and communicating tools of SNS, it is capable for managing all kinds of intellectual capital above. For example, human capital can be managed by list of profiles and communicating tools for direct interacting; structural capital can be managed through knowledge base, wiki, blog, file, project-oriented document…; relational capital can be managed through friend network, activity log, chat, message, comment, and link to useful resources… Therefore, based on SNS, knowledge can be visualized and organized in three forms: tacit knowledge (human capital), explicit knowledge (structural capital) and knowledge flow (relational capital).
Tacit knowledge is expertise, skill, insight, belief… of an expert, which only exists in the human brain. Explicit knowledge is validated knowledge, which is codified and stored in a knowledge base. Knowledge flow is knowledge in a dynamic form, which exists in the knowledge cycle, when tacit knowledge is turn into explicit knowledge or vice versa. The last kind of knowledge is very useful for sharing knowledge throughout the enterprise and suitable for interacting and creating new knowledge.
4.2. Organization Structure Based On SNS
According to Nonaka & Takeuchi (1995), a new organization structure for knowledge creating cycle in company must be a hypertext organization, in which both the efficiency of a bureaucracy and the flexibility of a task-force organization are enabled. However, without a suitable technical platform, this kind of organization is difficult to be implemented in practice.
SNS is an ideal technology for making above organization structure becomes true by adding a middle layer (social network layer), which can help connecting people and sharing knowledge between them from both business layer and project layer. Therefore, based on SNS, organization structure should be reorganized including three layers: business layer (business process oriented), project layer (group work oriented) and social network layer (human relationship oriented). In which, social network layer is a new contribution of social network and can be used as a middle layer connecting 2 other layers of an organization. In this structure, each department, project, employee, customer and partner is a node in the organizational social network. Employees, partners and department connect in a hierarchical structure. Project members connect in a team-work structure. Partners and employees of different departments/ projects connect with each other in social network structure. This structure is illustrated in the following figure.
Figure 3: Organization Structure For KMS Based On SNS
(Note: Org. – Organization, Dep. – Department, M. – Employee, C. –
Customer, E. – Expert)
4.3. KM Strategy Based On SNS
From our previous research (Pham & Hara, 2009), a suitable KM strategy must be a combination of two main KM strategies, which are Codification and Personalization strategy. These two main KM strategies are separated by two kinds of knowledge (explicit and tacit, respectively) and should be combined to make a more effective strategy for KM. Based on that study, technology for this combination should be SNS. Besides, a Combination KM strategy can help not only balancing tacit knowledge and explicit knowledge of an enterprise but also encouraging knowledge flow between those two kinds of knowledge. This strategy will also facilitate the knowledge creating cycle in the enterprise as Nonaka’s SECI model (Nonaka & Takeuchi, 1995). Therefore, depending on enterprise type, Vietnamese SMEs should apply a Combination strategy for implementing a KMS based on SNS, in which knowledge flow plays an important role in balancing tacit knowledge and explicit knowledge of organization.
5. KM Framework Based On SNS
The previous framework for KMS implementation in table 1 is a good starting point for establishing an integrated framework for KMS based on SMS. However, some of following disadvantages should be improved to be applicable for Vietnamese SMEs in practice:
Ø It is difficult for Vietnamese SMEs to apply this framework in practice because phases are not arranged in time order.
Ø Lack of a preparation phase, which is necessary for Vietnamese SMEs because their current ICT maturity is not ready for KMS.
Ø Specific technology for analysis and implementation is not clarified, which is very important for Vietnamese SMEs to standardize their business processes and to successfully implement a KMS.
Ø Main aspects of KMS implementation, such as: knowledge structure, organization structure for KMS, and KM strategy, are not clearly specified in this framework.
Problem (a) and (b) can be solved by dividing above framework by time scale (before, during and after implementing a KMS), in which preparation is the first phase for KMS implementation. From previous result (Pham, 2010), the first step for SMEs in implementing a KMS must be measuring their ICT maturity, which is useful to know where they are and what they should do. Then, a suitable plan can be made for improving ICT maturity of Vietnamese SME toward a knowledge-oriented enterprise.
Problem (c) can be solved by applying a business process modeling system (BPMS), e.g. ADONIS (Hall & Harmon, 2005) or BPMN (OMG, 2010), which is useful in monitoring and analyzing the business process. This tool is also very important in standardizing the business process, and aligning business strategy and KM strategy of Vietnamese SMEs. Besides, SNS will be used as a platform for KMS implementation because it helps ensure the success of a KMS and increase employee satisfaction.
Problem (d) can be solved by using SNS as a key for structuring knowledge and organization. From previous section, SNS is proven to be a useful means for visualizing knowledge structure, re-organizing organization structure for KMS, and contributing to a better KM strategy. Using SNS as a base for the integrated KM framework also helps solve previous problems of KMS implementation in Vietnamese SMEs.
As a result, to be used in practice, above KM framework should be revised according to above lessons. In summary, an integrated framework for implementing a KMS based on SNS in Vietnamese SMEs must have the following characteristics:
Ø Framework must be arranged in time order (initial phase, analysis and design, implementing, operating).
Ø Including a preparation phase (initial phase), which measuring the ICT maturity of Vietnamese SMEs (Pham, 2010).
Ø A BPMS should be used as a tool for analyzing and standardizing business processes (Pham & Hara, 2011).
Ø Based on SNS, knowledge structure should be a combination of tacit knowledge, explicit knowledge and knowledge flow (4.1).
Ø Based on SNS, a new kind of organization structure including business layer, project layer, and social network layer is recommended (4.2).
Ø A Combination KM strategy, which balancing tacit and explicit knowledge based on SNS, is recommended (Pham & Hara, 2009).
Based on previous framework and above characteristics, an integrated framework for KMS based on SNS is created. This framework can solve above problems of KMS implementation in Vietnamese SMEs and ensure the success of KMS implementation in Vietnamese SMEs. This integrated KM framework is applicable for all Vietnamese enterprises, but it is more suitable for Vietnamese SMEs because of its characteristics derived from previous lessons of Vietnamese SMEs. The integrated framework for KMS based on SNS can be illustrated in the following table.
Table 3: The Integrated Framework For
Implementing
KMS Based On SNS
|
Step |
Phase |
Sub-phase |
Description |
|
Initial |
Preparation |
Assign KMS
leader Measure the
ICT maturity Plan for
implementing KMS |
KMS leader
or CKO will establish KMS team and is responsible for all following phases of
KMS project. Analyze
strong and weak points about current ICT infrastructure, application, HR and ICT policy. Make a
roadmap for improving ICT maturity in according with KMS implementation. |
|
Analysis & Design |
Strategy |
Clarify
organization strategy Define KM
strategy |
Understand
firm’s goals and CEO’ vision; Get support from CEO; Align firm’s goals and KM
goal. Combination
strategy is recommended. |
|
Structure |
Organize organization Organize
knowledge |
Apply
hypertext organization, which including 3 layers: business, project, and
social network layer. Three kinds
of knowledge are: tacit knowledge, explicit knowledge, and knowledge
flow. |
|
|
Culture |
Share needs
& value of KM Create KM
culture |
Involve
whole KMS users; Encourage knowledge sharing by policies & award system. Train
employee computer skills, self-learning skill, and networking skills for
sharing knowledge. |
|
|
Process |
Analyze
work process Define
knowledge activities |
Use BPMS to
monitor and balance work load on teams or people; Adopt bottom-up approach. Customize
and synchronize knowledge activities with work processes |
|
|
Implementing |
System (KMS) |
Define
range of KMS Customize
KMS Implement
KMS physically |
Build
activity based KMS using SNS as a platform. Support
both knowledge activities and work processes Set up the
KMS; Test the system in each department; Deploy KMS in the whole enterprise. |
|
Operating |
Adjustment |
Monitor KMS Evaluate
KMS Refine KMS |
Monitor
physical usage and recognition of users Update
criteria of ICT maturity for evaluating KMS Recurrent
update KMS according to new demands, evaluation results and new technology
features. |
6. Prototyped
KMS Based On SNS
In order to illustrate above
solution of KMS based on SNS in Vietnamese SME, a prototyped KMS based on SNS
will be implemented for a Vietnamese SME, which is BR&T Ltd. Company.
BR&T Ltd. Company is established in 2003 in Ho Chi Minh City (HCMC) of
6.1. System
Requirements for 2011
Based on documents of BR&T about its old KMS project and the integrated framework of KMS based on SNS, the core requirements in function and non-function are made as follows:
Table 4: BR&T’s Requirements Of A KMS Based On SNS
|
Functional
requirements |
Non-functional
requirements |
|
Storing
information about experts and their experiences. Building a
knowledge base of solved problems for reusing. Communicating
and collaborating tools for problem solving. Knowledge
sharing tools between consultants. Search
function for finding expert, information and knowledge. Tools for
managing experts, problems, and related information. Administrator
tools for monitoring users and protecting security. |
Convenient
for learning and using. Adaptable,
friendly and good looking user interface. Support
rich content information, such as: audio, video, map... Knowledge
base can be accessed from anywhere and anytime. |
6.2. System
Analysis And Design
Main business processes of KMS based on SNS are summarized as follows:
Table 5: Main Business Processes Of KMS Based On SNS
|
Customer |
CKO/
Manager |
Junior
Expert |
Senior
expert |
Partner |
|
Search for
a problem in public case base |
|
Search for
a problem in case base |
Search for
a problem in case base |
Search for
a problem in public case base |
|
Search for
an expert in public expert directory |
|
Search for
an expert in expert directory |
Search for
an expert in expert directory |
Search for
an expert in public expert directory |
|
Request
consultant service and pay for this service. |
Set up an
agreement. Assign
expert for solving a new case |
|
|
Sign
agreement for problem solving |
|
Join the
project for problem solving with some experts |
Connecting
experts and customers by: phone, chat, e-mail, notice board... |
Join the
project for solving problem with senior expert |
Manage a
project for solving problem in a period of time |
Join the
project for solving problem in case of being invited |
|
Providing
more information, feedback… |
Payment for
outside consultant based on agreement. |
Collaborate
with group members for solving problem |
Control
project progress for solving problem for a case. |
Collaborate
with group members for solving problem |
|
Send
feedback information |
Package a
finished case into case base. Rank
experts/ cases. |
Update
profile |
Give mark
for other members Update
profile |
Update
profile |
|
Share
experience with others in SNS |
Post
information in notice board. Update
Q&A base. |
Share
experience with others in SNS |
Share
experience with others in SNS |
Share
experience with others in SNS |
Architecture of KMS
based on SNS : The architecture of demo KMS includes 3
layers (business, project, social network layer) and is illustrated in
following figure.
Figure
4: Architecture Of KMS Based On SNS
Prototyped KMS: In this prototyped KMS, open source code of Elgg SNS package is used (Sharma, 2008). The environment for testing server includes: Windows 7 operating system, Apache web server, My SQL DBMS and PHP programming language. The client environment are networked PCs with Mozillar Firefox web browser. Knowledge source includes experts’ brain and knowledge base stored in My SQL database. The prototyped KMS is shown in appendix 2.
7. Evaluation And Discussion
By testing the demo KMS in BR&T and getting feedbacks from their employees as well as discussing about this framework with several Vietnamese managers, who are going to implementing a KMS, some advantages and disadvantages of the framework and the demo KMS based on SNS are summarized in the following table.
Table 6: Advantages And Disadvantages Of Integrated Framework And Demo KMS
|
|
Advantages |
Disadvantages |
|
About
integrated framework |
- It helps them to have a clear
image about KMS and the implementation process. - This framework can be used in
initial meeting for getting support for KMS project. - Through this framework, they
know about useful tools for KMS implementing, such as: BPMS and SNS. - Social characteristics of a
KMS based on SNS will create knowledge sharing culture and attract younger
employees in using and sharing knowledge. |
- Ideas about organization
structure based on SNS can hardly be implemented. - Some concepts in the
framework need to be explained more to be applied in practice. - Role of CKO and KMS project
members are not clearly specified in this framework. - Step ‘Analysis and Design’
includes many parallel phases, which makes it difficult for KMS project
controlling. |
|
About demo
KMS |
- Open architecture of SNS,
which allows new features to be integrated, is helpful for them in developing
a KMS gradually. - The demo KMS can be built in
a short time with open source code. - Prototyped system based on
SNS seems to be easy to learn and use for them. |
- Prototyped KMS just
illustrates knowledge creating and sharing in BR&T rather than in general
cases. - The initial knowledge base
must be set up in advance for attracting users. - Knowledge policies and reward
system must be applied during the deployment. |
Through the demo KMS, one of the most important advantages of KMS based on SNS is realized that knowledge flow (relational capital) can be managed and derived. All relations of an employee will be visualized and can be searched through friend network, which is considered a part of that employee’s department capital. So that, when someone quits his/ her job, new one who takes that job can set up new relations based on those relationships quickly. On the other hand, SNS also helps sharing knowledge between employees of different departments and different projects directly (tacit knowledge) and indirectly (explicit knowledge).
Furthermore, using SNS for KMS, emotion of employees can be visualized through their activities, comments and friend networks. This factor is very important in monitoring and controlling employee satisfaction, which mutually affects KM and determines the labor productivity of knowledge work (Pham & Hara, 2011).
In practice, to measure the successfulness of KMS based on SNS, following critical success factors must be frequently evaluated and carefully considered by CKO/ KMS project leaders:
System:
Ø Improve technology capability (techno-ware, ICT-ware).
Ø Improve internal communication.
Ø Make business operations more effective.
Ø Access to knowledge resources quickly and easily.
Organization:
Ø Support from top leader for KMS project.
Ø Facilitate knowledge sharing culture through business processes.
Ø Alignment of organizational strategy and KM strategy.
People:
Ø Improve employees’ creativity and learning capability.
Ø Improve collaboration and effectiveness of group work.
Ø Improve employee satisfaction.
Ø Improve labor productivity.
Although most problems of KMS implementation in Vietnamese SMEs can be solved with this integrated framework, some problems relating to KMS operating stage cannot be solved completely as follows:
Ø Unwilling to share knowledge due to the worry of power losing.
Ø Hard to measure the value of knowledge and the contribution of expert.
Above problems can be solved by a combination of technical and managerial solution. Several directions for solving above problems are: (1) encouraging knowledge creating and sharing through regulation, award, or incentive, (2) measuring value of knowledge based on peer review system, or frequency of assessing, (3) measuring contribution of expert based on experience, number of solved problems, and role in problem solving. Besides, according to Nakajima et al. (2006), based on analyzing blog thread, important bloggers can be identified by topics or comments. The similar method can be applied for measuring the value of knowledge and the contribution of experts.
Although SNS can be an ideal technology for KMS implementation, below disadvantages must also be considered in applying SNS in practice:
Ø Useless content shared through SNS will prevent the productive output.
Ø Some possible problems in security and intellectual property protection.
Ø Adding new features to SNS can cause difficulties for users.
Ø Compulsory SNS in company will probably take the fun factor away.
Above disadvantages cannot be solved completely, but they can be dealt with by the following directions:
Ø Making rules about information accessing and knowledge sharing;
Ø Allow users to control their privacy or to decide their knowledge sharing level;
Ø Organizing training courses for users whenever new functions are installed;
Ø Encouraging employees to use the KMS based on SNS rather than forcing.
8. Conclusion And Future Works
In general, based on previous lessons and case studies, this paper proposes an integrated framework for implementing KMS based on SNS in Vietnamese SMEs. Using this integrated framework, Vietnamese SMEs can make them ready for KM solution and overcome difficulties in implementing a KMS. The proposed integrated framework includes various ordered steps (initial phase, analysis and design, implementing, operating) and can be used as a guideline for conducting a KMS project in Vietnamese SMEs in practice.
Through this integrated framework, practical method in applying KM based on SNS in Vietnamese SMEs for improving their competitiveness is established. Following its instruction, Vietnamese SMEs can know what to do and how to turn themselves into knowledge-oriented enterprises in the future. It helps them actively compete with other competitors based on their knowledge strength and plan for future development in the knowledge society.
Besides, in this integrated framework, SNS is introduced not only as a suitable technology for KMS, but also as an important element in designing knowledge structure, organization structure for KMS, and KM strategy. Based on this framework, a demo KMS based on SNS is also implemented for a Vietnamese SME, which shows that the integrated framework for KMS based on SNS is feasible.
However, there are still some limitations of applying this integrated framework in practice. For example, requiring a suitable corporate culture, which is not easy to establish; applying a compulsory SNS does not attract employees’ participation; conflicting between protecting private intellectual property and encouraging public knowledge contribution; and ensuring the security of organizational information.
Some implications for future works are summarized as follows:
Ø Measuring the value of knowledge and contribution of expert for a better assessment system;
Ø Applying this integrated framework for implementing KMS based on SNS in several Vietnamese SMEs for testing and evaluating the solution in practice;
Ø Expanding the scope of this integrated framework for applicable in those SMEs of both developing and developed countries.
9. Acknowledgments
I would like to thank those managers and employees of Vietnamese enterprises, who provided their useful information as case studies for this research. I also wish to express my gratitude to Prof. Yoshinori Hara, who gave me useful comments and valuable pieces of advice for this paper and my research.
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K.A. (2007), Vietnam SME development: characteristics, constraints and policy
recommendations, Eria Research Project, 5 (11), 323-364,
Vu, H.D.
(2008), Knowledge Management in
Appendix 1 – Cases Study Of Vietnamese Smes
|
Case |
Description |
Lesson learnt |
|
Case 1: BR&T
Consultancy Ltd. Company |
BR&T
Ltd. Company is established in 2003 in Ho Chi Minh City (HCMC) of |
The failure of this project is due to: (1) lack of
a preparation for KMS implementation; (2) KM strategy &
knowledge structure are not clearly specified; (3) difference in knowing
of KMS between project members; (4) high
expectation from a KMS of leader; (5) lack of resources; and (6) loss of long
term support from top manager. |
|
Case 2: Huflit Foreign |
|
The
main reason for failure must be in the lack of a preparation for implementing
and deploying KMS. Moreover, focusing much on technology rather than
organizational aspects is not a good approach for a KMS. In fact, a suitable
culture for communicating and knowledge sharing is more important in this
case. |
|
Case 3: Department
of Science - Technology (DST) of
|
Department
of Science-Technology of |
SMEs
are too busy with their daily activities to learn a complicated KMS.
Technology for this KMS is not suitable and unable to attract the
participation of both SMEs and experts in problem solving. In fact, knowledge
base of this KMS was so poor and experts were not available to help SMEs. |
About the Author:
Quoc Trung Pham is a lecturer at School of
Industrial Management of Hochiminh City (HCMC)
Quoc Trung Pham, Graduate School
of Economics, Kyoto University, Kyoto University, Yoshida-Honmachi, Sakyo-ku, Kyoto
606-8501, Japan; Email: pham.trung@kt4.ecs.kyoto-u.ac.jp or pqtrung@gmail.com