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(Kaba and Ramaiah, 2017) listed IT tools and
techniques used for content creation: authoring tools,
templates, annotations, data mining, expert profiling,
blogs, and mashups. They also listed IT tools for con-
tent management, which include: taxonomies, folk-
sonomies, metadata tagging, classification, archiving,
and Personal Knowledge Management. In their pa-
per, they analyzed the usage of tools listed above and
their results show, that the most used tools are Per-
sonal Knowledge Management (e-mail, portals, news
aggregators), authoring tools, and templates.
Other scientists (Cerchione and Esposito, 2017)
presented a taxonomy for the knowledge management
tools and the practices. To the knowledge creation
phase belongs: data mining, data visualization, ex-
pert systems, social data mining, text mining, col-
laborative filtering, crowdsourcing systems, mash-up,
idea markets, syndication systems, trust and reputa-
tion systems. Practices used for knowledge creation
consist of brainstorming, ideas, competition, knowl-
edge elicitation, interview, benchmarking, knowledge
filtering, and rating.
4.2 Knowledge Capture
Capture of knowledge also belongs to the first part
of the knowledge management cycle. The methods
for capturing knowledge, as listed by (Dalkir, 2013),
are: structured interviewing protocol, talk aloud anal-
ysis, observation, or simulations. Those are meth-
ods for capturing the tacit knowledge - the knowledge
stored inside the worker’s heads and the one which
is the hardest to capture. Other methods and tech-
niques are road maps, learning histories, e-learning,
learning from others through business guest speakers.
To capture the explicit knowledge one could also use
techniques such as cognitive mapping, decision trees,
knowledge taxonomies, or task analysis.
(Dalkir, 2013) describes three key knowledge cap-
ture phases: identification, conceptualization, and
codification. In the identification phase, it is deter-
mined, what knowledge would be beneficial to cap-
ture. In the next phase, the knowledge is modeled in
order to conceptualize it. In the last phase, the knowl-
edge is organized and also externalized.
4.3 Knowledge Organization
The base purpose of knowledge organization is to or-
ganize the knowledge in such a way, that is most ben-
eficial for later use. (Rollett, 2003) lists out the ben-
efits of knowledge organization: it raises the effec-
tivity of later retrieval of the knowledge; it enables
displaying context with other documents through sub-
ject headings and related materials; it enables intelli-
gent processing such as reasoning or automatic ontol-
ogy building; and it facilitates communication with
the usage of controlled vocabularies so that everyone
uses the same terminology and everyone knows what
is talked about.
(Rollett, 2003) then declares types of structures
in which the knowledge could be structured: the-
sauri, semantic networks, taxonomies, ontologies, or
knowledge maps. It is then important to make a se-
ries of decisions when implementing knowledge or-
ganization: Do we use existing knowledge organiza-
tion structures or is better to implement new ones?
Do we use multiple structures or do we stick to just
one? Do we use manual or automatic approaches?
Each of these aspects, that we must consider has its
advantages and disadvantages and we must carefully
decide, what is best for our current situation in the
context of our knowledge management strategies.
4.4 Knowledge Integration and
Transfer
The process of knowledge integration is built upon
the aim of “making existing knowledge available to
an organization” (Rollett, 2003). We can take two ap-
proaches based on the type of knowledge we need to
integrate into our organization: internal and external
knowledge.
(Kraaijenbrink and Wijnhoven, 2008) defined ex-
ternal knowledge integration as “the identification,
acquisition and utilization of external knowledge”.
They also defined three levels of knowledge integra-
tion heterogeneity: within the organization, within
the environment, and finally between the organiza-
tion and the environment. There are some character-
istics of external knowledge: external knowledge can
be valuable, but can also be a source of uncertainty
in the company; ownership of the knowledge must
be considered - can be public or private; and borders
of knowledge entities (open, closed, their heterogene-
ity).
(Rollett, 2003) states some methods and tools sup-
porting the integration of external knowledge. For
example buying knowledge products, which includes
purchasing research reports, market analyses, or ac-
cess to commercial databases. One of the tools is
skills management, through which are the skills lev-
els of employees monitored and managed. Thanks
to skills management the company can decide, which
employees will attend which training courses or the
HR department can determine which key skills are
missing in the company and therefore what new staff
need to be recruited.
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