ABSTRACT
Information technology was initially considered as the central tool for the successful implementation of knowledge management (KM) and in the literature on the subject this position still dominates. The model identifies four main stages for KM life cycle: knowledge identification, knowledge acquisition and development, knowledge distribution, and knowledge measurement and review. KM can make a significant difference to improving an organisation’s competitive advantage, product or service leadership, operational excellence, customer intimacy, supplier relationship, employee relations and development, and reducing time. The success of KM requires the involvement of managers at various levels. Top managers should be responsible for providing a KM vision, producing a detailed KM strategy and practising their leadership role. Organisational structure can support or hinder the KM life cycle within organisations. It is mainly important for the development, acquisition and the distribution of knowledge. Cross-functional teams, matrix structures and network organisational structures have proved to be effective in facilitating KM.
