How knowledge management can be implemented successfully in the public sector undertakings of Thailand?

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Executive Summary
Knowledge is an extremely important thing in the modern organizational world. In fact knowledge
management is accepted as one of the major organizational activity in the present business world.
It is impossible for an organization to develop properly if it fails to manage the knowledge of its
employees in the right manner.
Thailand is one country in which knowledge management (KM) has not been given serious importance at
least in the public sector undertakings. Knowledge management was not a serious issue in the
organizational world in the past because of the lack of development of technology at that time.
However, it is extremely significant at present and its importance will grow in future also because
of the rapid development in science and technology.
It is not an easy task to implement knowledge management successfully in an organization. Proper
integration of the technology, humans and processes is necessary for the successful implementation
of KM. The major objective of this proposal is to investigate about how knowledge management can be
implemented successfully in the public sector undertakings of Thailand.
Table of Contents
Executive summary ii
1.0 Introduction 1
1.1 Rationale 1
1.2 Aim and objectives 2
1.3 Research question 2
2.0 Literature review 2
2.1 What is KM? 2
2.2 What is tacit knowledge and explicit knowledge? 3
2.3 Challenges in the externalization of tacit knowledge
for the proper implementation of KM 3
3.0 Methodology 4
3.1 Data collection methods 4
3.2 Data analysis 5
3.3 Time Scale 5
3.4 Ethical considerations 6
3.5 Research limitations 6
References 7

1.0 Introduction
“Knowledge is a fluid mix of framed experience, values, contextual information, and expert insight
that provides a framework for evaluating and incorporating new experiences and information”(Kim &
Lee, 2004, p.2). Knowledge management (KM) is extremely significant in the modern organizational
world. No organization can develop properly without taking care of the evolving theories and
principles related to KM. In fact, KM can make or break an organization. One of the key success
factors of modern organizations is the efficient KM. KM is significant not only in the private
sector, but also in the public sector.
1.1 Rationale
Within the coming decade, Thai government agencies will need to prepare for the loss of important
experience and technical knowledge as the baby boomer generation gets ready to retire. The
knowledge management system can help retain crucial knowledge. At the same time, careful planning
is necessary for the successful implementation of knowledge management (KM). In Thailand, there
have been many attempts to implement knowledge management among government organizations as well as
the private sectors (Nattapol et al, 2010). But none of these attempts were able taste the desired
or intended success (Intree, 2008). The major reason for the failure of these attempts was the lack
of integration of humans, processes, and technology in relation to KM. According to Abecker et al
(2000), proper integration of humans, processes, and technology is necessary for the successful
implementation of KM. Disterer (2001) stressed the importance of input from all stakeholders for
the success of KM in an organization. Nonaka & Takeuchi (1997) mentioned the importance to
converting tacit knowledge into explicit knowledge for the successful implementation of KM. On the
other hand, McNichols (2010) pointed out that it is necessary to know the similarities and
differences in attitudes of the employees for the proper implementation of KM. In short, there are
many perspectives regarding the successful implementation of KM in an organization.
1.2 Aim and Objectives
The major aim of this study is to investigate the role of humans, processes, and technology in
implementing KM successfully in the public sector undertakings in Thailand. The objectives of this
study are:
 To assess the role of tacit knowledge and explicit knowledge in the successful
implementation of KM
 To empower the public sector employees and organizations about the importance of KM
 To help public sector undertakings in Thailand to implement KM properly
1.3 Research questions
 What are the challenges in the externalization of tacit knowledge for the proper
implementation of KM?
2.0 Literature review
2.1 What is KM?
KM has many definitions. Different scholars have defined KM in in different manner. According to
Poorebrahimi et al. (2012), KM is a process through which organizations extract values from their
intellectual assets in order to gain competitive advantages in the heavily competitive business
world. They have mentioned that KM can discover, develop, utilize, deliver, and absorb knowledge
both from inside and outside of the organization (Poorebrahimi et al. 2012). Egbu & Botterill
(2001) mentioned that KM helps organizations to meet their existing and emerging needs. As per
another definition, KM is a process to capture, acquire, organize and disseminate worker’s
knowledge or critical know-how (Alavi and Leidner, 2001)
2.2 What is tacit knowledge and explicit knowledge?
As per another definition, KM is a process to capture, acquire, organize and disseminate worker’s
knowledge or critical know-how. It can be classified into two broad categories: tacit and explicit
(Alavi and Leidner, 2001; Nonaka and Krogh, 2009). Explicit knowledge can be defined as the
knowledge that is learned consciously. Such knowledge can be accessed by the holder any time he
wants. On the other hand, tacit knowledge is the knowledge that is learned unconsciously and it
stores in the subconscious mind of the holder. It cannot be accessed easily (Tagger, 2005). Tacit
knowledge is more difficult to capture and pass on. It includes experience, stories, impressions
and creative solutions. It is the knowledge that is much harder to get from people because it
accumulates many years of personal experience (Smith, 2001).
According to Nonaka & Takeuchi (1997), humans, processes and technology play an important role in
the conversion of tacit knowledge into explicit knowledge. It is necessary to convert the tacit
knowledge into explicit knowledge in order to make it useful to the organization. Various processes
and technological helps are necessary to convert tacit knowledge into explicit knowledge (Nonaka &
Takeuchi, 1997).
2.3 Challenges in the externalization of tacit knowledge for the proper implementation of KM
According to Tagger (2005), the extraction of tacit knowledge from employees is a complex process
for leaders and managers because such knowledge is located actually inside the expert’s head. In
other words, tacit knowledge is located at some inaccessible areas or the subconscious levels of
the employee brain. Normal processes may not help leaders to bring out this knowledge. Moreover,
the holder of the tacit knowledge may not know whether the information stored in his subconscious
mind may come under the knowledge category or not. It is easy for him to externalize explicit
knowledge since such knowledge is accepted as knowledge by the holder. On the other hand, the
holder of tacit knowledge may not accept even useful information as knowledge. As a result of that,
he may not be aware of the tacit knowledge stored in his memory (Stacey, 2002).
Another problem in the externalization of tacit knowledge is with respect to cognitive dimension.
Tacit knowledge has two dimensions: technical and cognitive Technical dimension refers to the
know-how whereas cognitive dimension refers to beliefs, ideals, values, mental models, schemata etc
(Nonaka and Konno, 1998). The cognitive dimension of the tacit knowledge are mental models that are
controlling people’s actions and are, vice versa, shaped by them (Senge, 1996). For example, it is
easy to judge a person’s actions if his thinking process is known. However, it is extremely
difficult to realize the thinking process of a person and hence it is difficult to judge or
anticipate his actions.
3.0 Methodology
3.1 Data collection methods
An online survey will be conducted among the employees of public sector organizations in Thailand
as part of the proposed study in order to collect primary data. Only closed ended questions will be
used in the survey. The survey will be administered via Line program. The survey method has been
chosen as it can collect large amount of data from a wider population in quick time (Saunders,
2009). The questionnaire will be divided into three sections: the personal details, attitudes
towards knowledge management, and tacit and explicit knowledge in organizations. A 5-point Likert
scale will be used to assess the questionnaire items (5 = strongly agree, 4 = agree, 3 = neutral, 2
= disagree, 1 = strongly disagree).
Secondary data for the proposed study will be collected from secondary sources such as books,
journal, articles, newspapers and websites. Secondary data is readily available and easy to access
after the introduction of computers and internet. Therefore, the proposed study will conduct an
extensive literature review in order to collect useful information relevant to the topic.
3.2 Data analysis
The survey data will be analyzed with the help of Microsoft Excel or SPSS software. Data from the
secondary sources will be analyzed using induction and deduction methods of data analysis.
Deduction has the ability to give 100% right results all the time whereas induction cannot give
100% accurate results all the time. Deduction works on scientific methods whereas induction works
on possibilities and probabilities (Bryman and Bell 2007). Even though, induction is incapable of
giving 100% reliable results all the time, it is necessary to use this method of data analysis in
order to explain or interpret unexpected data collected from a research.
3.3 Time Scale
The proposed study is planned to complete within 7 months. The intended time schedule for the
proposed study is given below.
Project/
phase October 2015 November/
December 2015 January
2016 February
2016 March
2016 April
2016 May
2016
Proposal
Lit. Review

Primary data collection/ Survey
Data analysis
Initial drafts
Final draft

3.4 Research limitations
The intended survey will make use of only closed ended questions in order to help the answering
mechanism simple and to collect more responses. Closed ended questions have limitations in
collecting descriptive data. Open ended questions are necessary to collect more descriptive and
qualitative data. But such questions are normally used in interviews. In other words, lack of
interview data will be a major limitation of the proposed study. The proposed study is not intended
to conduct interviews for the collection of primary data. Lack of time and lack of funding are the
major constraints in conducting interviews.
3.5 Research Ethics
A cover letter will be presented on the first screen of an online survey. It will explain the
purpose of the study and its relevance, and to seek their agreement to participate in the study.
Contact information of the researcher will be provided with easy access, in case a respondent has
any questions. Under no circumstances, the personal details of the survey participants will be
disclosed without consent. Moreover, conscious efforts will be undertaken to avoid the plagiarism
issue. All the information taken from outside sources will be cited in Harvard format in the final
paper.
References
Abecker, A., Decker, S. and Maurer, F. (2000) ‘Organizational Memory and Knowledge Management’,
Guest editorial, Information Systems Frontiers, vol. 2, no. 3-4, pp. 251-252.
Alavi, M. and Leidner, D.E. (2001) “Review: Knowledge Management and Knowledge Management Systems:
Conceptual Foundations and Research Issues”, MIS Quarterly, Vol. 25, No. 1, pp. 107-136.
Bryman, A. and Bell E. (2007), Business Research Methods, Oxford University Press: New York, 2nd
edition
Disterer, G. (2001) ‘Individual and Social Barriers to Knowledge Transfer’, Conference Proceedings
34th Annual Hawaii International Conference on System Sciences, Los Alamitos, CA:IEEE Press.
Egbu, C.O. & Botterill K. (2002). Information Technologies For Knowledge Management: Their Usage
And Effectiveness. ITcon, Vol. 7 (2002).
Intree, C. (2008) “The Development of A Knowledge Management (KM) Model for the Faculty of Nursing,
Ratchthani University”, Educational Journal of Thailand, Vol. 2, No. 1 January-December 2008, pp.
23-33.
Kim, S. & Lee, H. (2004), Organizational Factors Affecting Knowledge Sharing Capabilities in E-
Government: An Empirical Study. [Online] Available at:
http://dgrc.org/dgo2004/disc/presentations/sharing/kim.pdf [Accessed 09 October 2015] McNichols, D. (2010) “Optimal Knowledge Transfer Methods: A Generation X Perspective”, Journal of
Knowledge Management, Vol. 14, No. 1, pp. 24-37
Nattapol, N., Peter, R. and Laddawan, K. (2010) “An investigation of the Determinants of Knowledge
Management Success in Banking Industry”, World Academy of Science, Engineering, and Technology,
Vol. 4, pp. 536-543.
Nonaka, I. and Krogh, G. (2009) “Perspective-Tacit Knowledge and Knowledge Conversion: Controversy
and Advancement in Organizational Knowledge Creation Theory”, Organization Science, Vol. 20, No. 3,
pp. 635-652.
Nonaka, I.; Takeuchi, H. (1997). Die Organisation des Wissens: Wie japanische Unternehmeneine
brachliegende Ressource nutzbar machen. Frankfurt/M.; New York: Campus Verlag.
Nonaka, I.; Konno, N. (1998). The concept of ‚Ba’: Builing a foundation for knowledge creation.
California Management Review, 40 (3), 40-54
Poorebrahimi, A. Mirzendehdel, M & Eshlaghy, A.T. (2012). Prioritizing Knowledge Management Models
in Information Technology Companies Depending on Science and Technology Parks based on ANP; A Case
Study in Iran. European Journal of Economics, Issue 50 (2012)
Saunders, M. N. K., Lewis, P. and Thornhill, A. (2009). Research methods for business students,
Harlow: Prentice Hall, 5th edition.
Senge, P. M. (1996). Die fünfte Disziplin. Kunst und Praxis der lernenden Organisation. Stuttgart:
Klett-Cotta.
Stacey, R. (2002) The Impossibility of Managing Knowledge. Hertfordshire University Business
School, 2002.
Smith, E.A. (2001) “The Role of Tacit and Explicit Knowledge in the Workplace”, Journal of
Knowledge Management, Vol. 5, No. 4, pp. 311-321.
Tagger, B. (2005). An Enquiry into the Extraction of Tacit Knowledge. [Online] Available at:
http://www0.cs.ucl.ac.uk/staff/B.Tagger/FinalIMR.pdf [Accessed 09 October 2015]

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