Role of Information and Communication Technology

(ICT) to Enhance the Success of Knowledge

Management (KM): a Study in a Steel Plant

Animesh Agrawal

& Chitranjan Kumar

& Suraj Kumar Mukti

Received: 24 January 2020 /Accepted: 20 September 2020/

Springer Science+Business Media, LLC, part of Springer Nature 2020

Abstract

With the rapid adoption of digit al frugality in the tech no-social circles, it has become the

need of the hour for organizations to adopt advanced technologies like knowledge manage-

ment (KM) within their organization to retrieve and enhance the efficiency of an organiza-

tion in an effective way. This article also depicts the relationship between information

communication technology (ICT) and knowledge management (KM). The research work

has been conducted in four stages. Primarily, Bhilai Steel Plant (BSP), Bhilai, was chosen as

a case for the case study. For the accomplishment of this, a questionnaire survey and

structured discussion sessio ns with the executives of the computer science and information

technology (CS&IT) department of BSP were conducted. Next, factor analysis has been

accomplished through the literature review and brainstorming technique. After this accom-

plishment of factor analysis, the next logical step to follow was to propose a theoretical

framework to ensure the effective use of KM with the integration of ICT in it. Post formation

of the framework, it was validated through the Delphi technique as the final step. The study

found that ICT has a strong positive impact on the success of KM implementation in an

organization. Success factors of ICT are identified and integrated with KM and a framework

is proposed for the same. The purpose of the proposed framework is to optimize the success

of KM implementation using ICT in the steel industry. The article may be insightful for the

organizations seeking to implemen t KM in their organization. The researchers may also be

benefited in establishing a further relationship between ICT and KM.

Keywords Knowledge management

Information communication technology

Success

factors

Case study

Framework

Etc.

Journal of the Knowledge Economy

https://doi.org/10.1007/s13132-020-00694-6

* Animesh Agrawal

animeshgrw@gmail.com

Chitranjan Kumar

rakesh.cs698@gmail.com

Suraj Kumar Mukti

skmukti.mech@nitrr.ac.in

Department of Mechanical Engineering, NIT, Raipur, India

Introduction

Knowledge is a powerful resource to obtain an insight of vastly valuable heritage

and t o be able to learn, innovate, develop, and achieve new horizons i n the

relevant fields, solving earlier unsolvable difficulties, negating issues and hurdles,

and creating core competencies. For instance, the discovery of electrical induction

through the movement of an iron piece in a magnetic core became the foundation

of the industrial revolution and opened new dimensions for the world to grow. It

thus achieved new horizons of industrializations, solved issues of mass produc-

tion, and negated the issue of readi ly avai lable c heap labor. Sir Francis Bacon said

that knowledge is one of the ultimately prevailing intangible assets for any

organization (Land 2009). Essentially knowledge can be classified into two prime

forms viz. explicit and implicit knowledge (Agrawal and Mukti 2020). Explicit

knowledge is knowledge that can be articulated, structured, and documented. It

can be simple to understand and can be recognized effortlessly. Patents are an

ideal example of explicit knowledge. I mplicit knowledge, also known as tacit

knowledge, is the other form of knowledge that resides in the human subconscious

mind and it is gained from experience, observations, beliefs, and mental models.

Tacit knowledge is neither present in a systematic way nor visible and is difficult

to understand. It is transferred only through conversation and/or narration. Tacit

knowledge has the potential to improve the productivity of an organization

(Woods 2016). Afterthought, the management of both the tacit and explicit

knowledge is known as knowledge management. KM can be defined as the

management tool that can be used to promote and use an integrated approach to

identifying, acquiring, evaluating, retrieving, sharing, and using all of an organi-

zational knowledge asset ( Agrawal and Mukti 2019).Theseassetsareexperimen-

tal experiences, policies, procedures, documents, past un-captured expertise, data-

bases, etc. (Lecerf and Omrani 2019). These intangible assets are important which

play a key role in the success of an organization and it is t he m ain concern of the

management of any organization. Nowadays, the competitive environment of

business has been characterized by becoming more strategic and dyn amic

(Animesh Agrawal 2019). As a result, organizations must take care of intangible

knowledge assets (Daňaetal.2018).

To obtain sustainable economic competitiveness over a long period of time, it is

necessary to adopt the effective use of KM processes through which a proper

knowledge-based economy can be used (Oksana 2018). In recent times, KM is gaining

attention in manufacturing-based organizations as a tool for improving innovation and

shop floor production (Muniz et al. 2010). Bennett (2014) has found that the future of

the manufacturing sector would be more strategic and dynamic (Bennett 2014). KM is

considered a new management tool to facilitate innovation-based activity and shop

floor manufacturing (Uma Mageswari et al. 2017). To get manufacturing brilliance and

to fight the competitive environment, the manufacturing industry will struggle for

efficiency and productivity (Uma Mageswari et al. 2017). As a result, organizations

need to take care of intelligent resource, i.e., knowledge assets to get competitive

advantages. In this context, the ma nufacturing adva ntages of the organization is

determined to a great extent by the use of technological approach, i.e., the use of

information communication technologies (ICTs), which helps to create value and ICT-

Journal of the Knowledge Economy

based infrastructure provides a broad platform for exchanging data, coordinating

activities, and sharing information within the organization (Margijlaj and Bello 2002;

Uma Mageswari et al. 2017).

Information communication technology (ICT) was first developed by the Natural

Resources, Energy and Science Authority of Sri Lanka (NARESA) (Ravindra 2011).

After the introduction of ICT, IBM has also developed ICT in-house to redefine the

strengths of their business consulting. Accenture as well as McKinsey have also

developed ICT to fulfill the requirements of their clients (Barrett et al. 2006). ICT

not only accelerates the economic and social development but also improves the

delivery of public services, transparent and accountable governmental activities, aug-

menting public participation, facilitating and sharing of information through proper

knowledge-sharing activities among the people, and unifying marginalized groups and

deprived regions. According to (Adeola and Evans 2020) “ICT enables multiple

distribution channels, especially targeting niche markets that were once almost impos-

sible to identify, reach, or serve.” Implementation of ICT within a firm improves its

efficiency and is capable of maintaining the business competitive advantages (Iniesta-

Bonillo et al. 2013). Not only this, but ICT is also capable of maintaining the customer

firm relationship and improving the satisfaction level of the customers as well, impro-

vising their commitment, preference, and loyalty towards the firm. Different authors

have investigated the influence of ICT in different fields and discussed its applications

like the education sector (Iniesta-Bonillo et al. 2013), economic growth (Niebel 2018),

improvement in the sustainable information society (Ziemba 2019), agricultural field

(Aldosari et al. 2019), innovation in SMEs (Idota et al. 2020), etc.

To improvise the success rate of KM, it has been integrated with various manage-

ment practices like human resource management (HRM) (Andreeva and Kianto 2012;

Scarbrough 2003), customer relationship management (CRM) (Gebert et al. 2003;

Liew 2008), innovation practices (Donate and de Pablo 2015; Modi and Rawani

2020), green management (Abbas and Sağsan 2019), supply chain management

(SCM) (Daghf ous and Zou bi 2017), and information communication technology

(ICT) (Hendriks 2001). Literature supports that ICT might be the best useable tool

for knowledge-sharing activity within or even outside of the firms. Different authors

have proposed many frameworks to enhance the capability of KM by implementing

ICT within the firm, which has been discussed later in the “Literature Review” section.

The formation of objectives is based on the following research queries raised after a

rigorous literature review.

The primary research queries for this study are “what are the success factors of ICT

for effective KM processes?” and “how can ICT be used effectively for improvising the

success of KM?” Being specific, this research includes two sets of subsidiary questions

from the perspectives of:

(a) Evaluation of success factors of ICT for effective KM processes and

(b) Framework/strategy/ model to increase the success of KM using ICT in the steel

industry.

From the review of previous literature, it can be deduced that literature is available

rarely in the context of steel industries, showing a comprehensive list of success factors

of ICT. So, it is enlightening to extend the research and identify the success factors of

Journal of the Knowledge Economy

ICT for effective KM processes in the context of steel industries. Consequently, it can

also be deduced that no literature has evaluated the impact of ICT to improve the

success of KM. However, a handful number of literatures have shown the relationship

between ICT and KM. From the rigorous literature review, it can also be emphasized

that no earlier article has presented any model/framework/strategy to maximize the

success of KM using ICT in the steel industry.

This research study focuses on the following objectives to minimize these gaps:

& To evaluate the impact of ICT to improve the success of KM.

& To identify the success factors of ICT to ensure the success of KM implementation.

& To prepare a framework/strategy to maximize the success of KM using ICT in the

steel industry.

Literature Review

It is a broadly recognized view that knowledge has become the most important source

to enhance the firm’s competitiveness (Drucker 1988). “KM is a trans-disciplinary

approach in improvising organizational outcomes and knowledge gain” (Klimova

2018). In today’s knowledge era, it is difficult for an organization to survive in the

market for a long period of time (Animesh and Mukti 2019). Due to the lack of

information about the market change, organizations can face many problems e.g.

popularity in products, feedback from customers, need of the market, etc. (Zmud

2000). In this concern, to increase the firm competitiveness, different tools have

been explored to increase the success rate of KM in any organization such as

ICT. ICT can enhance knowledge sharing by lowering t emporal and spatial

barriers between knowledge workers and improving a ccess to information about

knowledge ( P. Hendriks 1999).

Development So Far of KM

To further enhance one’s competitiveness various firms have adopted KM in their

decision-making policy, and several tools and techniques have also been adopted to

increase the adaptability of KM within the firm. KM not only uplifts the competitive-

ness but it also enhances the values and intensifies the innovation activities (Meissner

and Carayannis 2017). To achieve stronger competitiveness, Intezari and Gressel

(2017) have proposed a f ramework discussing the incompatibility of knowledge

exploration and knowledge exploitation. Carayannis et al. (2014) have considered the

influence of competition on knowledge dynamics, the processes of KM like knowledge

conception, differentiation, and evaluation which play a vital role to enhance the

innovative culture within the firms (Carayannis et al. 2014). To further strengthen the

capability and efficiency of KM, IT-supported operations play a significant role and are

capable of managing the knowledge efficiently within or outside the firm (Martinez-

Conesa et al. 2017). Song and Sun (2018) have discussed the KM strategies to enhance

the effectiveness of KM in an organization (Song and Sun 2018). Nguyen et al. (2019)

developed a framework and examined the relationships between technical knowledge

management infrastructure and social KM infrastructure and have witnessed a positive

Journal of the Knowledge Economy

influence on the competitive advantage provided by KM (Nguyen et al. 2019). Jamshed

and Majeed (2019) have discussed that team culture and team performance have a

strong influence on knowledge-sharing activity within the firm (Jamshed and Majeed

2019). Wu and Hu (2018) investigated the open innovation–based KM imple-

mentation to increase the firm’s competitiveness. Authors have concluded that

independent innovation practices have a significant effect on KM and support

the core business (Wu and Hu 2018).

ICT in Different Sectors

Different authors have discussed the adoption rate of ICT in small and medium

enterprises (SMEs) to improve the innovative characteristics and benefits and to

minimize the barriers influencing internet-based ICT. Internet-based ICT implementa-

tion has the benefits that it offers a low cost yet effective communication tool to the

end-users (Sin Tan et al. 2009). Peansupap and Walker (2005) have discussed the

critical issues to adopt and diffuse ICT into Australian construction contractors

(Peansupap and Walker 2005). SMEs have effective utilization of ICT and factors

that affect the use of ICT have been identified. Jones et al. (2011) have focused on

various industry sectors of Lagos, Nigeria, for the data collection. The study found the

eight key factors for the effective use of ICT in SMEs of Nigeria (Jones et al. 2011).

ICT adoption in educational institutions has a positive effect (Somekh 2008;Sulisworo

2012). Moghaddam and Khatoon-Abadi (2013) have identified the factors for the

successful adoption of ICT in the urban and rural economy of Iran. The research

comprises the case study of the ICT center of Iran. Authors have identified highly

influential factors, viz. individual, social, and the household’s informative and com-

municative innovation (Moghaddam and Khatoon-Abadi 2013).

Framework in Support of ICT with KM

The framework to ensure the KM with the integration of ICT in steel industries,

especially in developing countries is not available in the literature. A conceptual

framework to enhance the KM using ICT in higher education has an urgent need

(Omona et al. 2010). For the improvement in productivity and other development of an

organization, ICT investment is the need of the present age. To enhance the develop-

ment and productivity, a framework explored in the context of specific impacts of ICT

capabilities on micro-economic outcomes (Samoilenko and Osei-Bryson 2018). Chen

et al. (2011) investigated KM factors affecting the Chinese ICT firm’s performance and

developed a framework. The research confirms the cultural environment of an enter-

prise is central to the success of the Chinese ICT firm (Chen et al. 2011). Nowadays,

the open innovation model assists to exploit new technologies, new products, and

services to the companies. Web-based intermediaries (WBIs) have come into the

developing innovation marketpl ace and are capable of increasing the number of

innovation interactions in the company (Carlsson et al. 2009). Sometimes, to achieve

organizational competitive advantages, KM practitioners and managers may face

difficulties to adopt effective KM and ICT in their respective situations (Ling 2011).

To overcome these challenges, an organization must have a unique framework to help

the KM practitioners and managers.

Journal of the Knowledge Economy

Methodology

The methodology of this research is broadly categorized into four sections. In the

first section, the case study of Bhilai Steel Plant (BSP), Bhilai, operated by the

Steel Authority of India Limited (SAIL) has been conducted. The case study is

conducted to accumulate informat ion about the world’s 20th largest steelmaker

and Asia’s crown jewel steel-making plant. In the second section, after completion

of the case study, variable identific ation has been done through a rigorous

literature review supported by the brainstorming sessions. In this literature review

and brainstorming, 33 success variables of ICT for effective use of KM have been

confirm ed . Afte r confir ma ti on of the variab les , the segreg ati on of varia ble s into

the factors has been achi e ved thr o ugh brainstorming sessions. These variables

have been grouped into 6 factors. In the third section, a conceptual framework has

been developed to enhance the adaptability of ICT for the effective use of KM in

an organization. The fourth section involves the validation of the framework thus

developed through the famous Delphi technique; Fig. 1 shows the flow chart of

the m ethodology adopted, through which one can easily understand the m odus

operandi in completion of this research work.

Case Study of BSP

For the fulfillment of the first objective, a case study of BSP has been done. It is a

renowned steel plant in the Asia Pacific. It was commissioned in the Durg district of

Chhattisgarh state in India in 1959 and stated production in 1959. It is a public sector

unit that comes under the steel authority of India Ltd. (SAIL). It has won the Prime

Minister’s Trophy for the best integrated steel plants in the country eleven times. It was

established by the Russian government. There was an agreement, which was signed

between India and Russia in the capital of India, i.e., New Delhi. It is mainly known for

steel rails. It manufactures various steel products. The plant was expanded in 1967

which increased the production to 2.5 million tons (MT) and was further expanded to 4

MT in 1988. The main objective in the 4-MT stage was to achieve the continuous

casting of the plate mill. Its products are marketed through an extensive network of

central marketing organization which has 37 branch offices, 25 warehouses, 27 cus-

tomer contact offices, and a network of 2900 SAIL dealers located all over the country.

The export of its products is managed by an international trade division to a wider

international market. BSP is using KM which helps to manage the knowledge across

the plant. Due to competitive pressure, BSP is continuously improving the KM

performance, for this, the y have started to move from conventional methods to

technological methods. The technological approach is recognized as the best method

to improve the performance of KM and they have started to invest in ICT tools (About

Bhilai Steel Plant | SAIL n.d.).

Now, a question arises in the author’s mind that why ICT has become the need of an

organization. An ICT infrastructure promotes and builds the information society (IS) in

a structured manner. This IS provides the structured parameters e.g. creation, storage,

processing, and distribution of information to the users as well as to the decision-

makers (Lal 2017). Theses structured parameters improve the accessibility of KM

effectively. In the context of ambient intelligent environments, technological

Journal of the Knowledge Economy

developments like ICT provide a great opportunity for the integration and the improve-

ment of quality of life of people from vulnerable groups (patients, elderly, people with

disabilities, infants & babies, etc.) (Klironomos et al. 2015). There are so many

problems in the organization while adopting ICT for the effective use of KM. Accord-

ing to Guner and Acarturk (2018), the main problem is the acceptance rate of senior

citizens towards the new technology. It is further clear that ICT and KM play a major

role in improving the various parts of society, e.g., children, disabled citizens, and

elderly in their daily life requirement. To improve the acceptance rate, the authors again

suggested that an ICT interface ought to have a friendlier interface design (Guner and

Acarturk 2018).

Case study of BSP

Identification of

Variables

Literature survey

Brainstorming sessions

Grouping into factors

Preparation of

conceptual framework

Validation of

Framework

Brainstorming sessions

Finalization of

conceptual framework

If no

If yes

cti

on-

cti

on-

cti

on-

III

cti

on-

Fig. 1 Flow chart of methodology Adopted

Journal of the Knowledge Economy

Grouping into Factors

For the preliminary case study and to find the relation between KM and ICT, data has

been collected through a structured brainstorming session with executives of the

computer science and information technology (CS&IT) department and from other

departments, who were directly or indirectly related to the ICT system. The question-

naire was prepared for arranging the interview (see Appendix 1). Tables 1 and 2

summarize the designation of the executives interviewed and the experience

respectively. The question was asked about the success of KM with the help of

ICT. Consequently, through rigorous literature review and proper brainstorming

sessions, 33 variables have been collected that may cause the success of KM

with the help of the ICT tool.

Table 3 shows the comprehensive list of the variables, which have been identified

through literature review, brainstorming technique, or using both techniques. The

identified variables are the latest technology, experienced person, skilled workers in

large quantity, the availability of an internal technological infrastructure, return on

investment, guaranteed financial support from the top management, work system, take

action as the need arises, firm area expertise, background knowledge of employees,

supportive and committed management support, globalization and technological

change, sufficient support from system vendor, implementation process, fair commu-

nication with top-order authority, interested to change and modify the things, compet-

itive advantage, system security by using ICT, mentoring support, collaboration among

staff and between the departments, support from R&D labs, own capacity to invest,

clear benefits of using ICT, knowledge-sharing culture, ease of use, competitive

pressure, complexity and compatibility of new ICT tools, user skill, clear aim and

vision of the company, innovator, ICT expert¸ people resistance to use ICT, and rules

and policies.

1. Latest technology—The current need of the organization is the updated version

of ICT tools according to the market demands. ICT tools should be user-friendly

so that everyone can understand and access the same. The industry should be

capable to recognize the best ICT to integrate with KM. The latest technology

possesses various features that can help to improve the performance and process

of KM (Li 2012).

2. Experienced person—To better understand the new information and computer-

ized technology, there should be skilled employees in the field of ICT. The

employees should be expert to handle the raised problems in the context of ICT

(Uma Mageswari et al. 2017).

Table 1 Designation of respondents

Designation of respondents Number of respondents

AGM 2

DGM 3

Manager 3

Assistant Manager 4

Journal of the Knowledge Economy

3. Guaranteed financial support from the top management—ICT investment is not

possible in the industry unless the top management takes the guaranteed financial

support, which is one of the major obstacles in ICT investment (Margijlaj and

Bello 2002).

4. Firm area expertise—Different specialization can be seen by the various industry

in the global world. According to the experts, the new industry should adopt the

various ICT tools, which are available in the market to increase the firm compet-

itiveness from others (Margijlaj and Bello 2002).

5. Sufficient support from system vendor—A selection of ICT consultants or ICT

vendors plays a very important role in the success of ICT implementation in any

industry. The budget comes in the primary stage, budget defines the maximum

purchase of ICT tool for an industry (Bygstad and Lanestedt 2009).

6. Implementation process—Implementing ICT tools in the industry is not an easy

task. Initially, implementation is a complex process and it needs good attention

while implementing an ICT tool in the industry. Management can also face

various problems through the implementation process, they have to precisely take

care of the implementation process and coordination of the department.

Information-based technology requires good internal technological infrastructure

so the implementation process becomes easy (Yuen et al. 2003).

7. System security by using ICT—Resources related to ICT tools are known as

important assets for the industry. As far as protection is concerned for these assets

are very important for every industry. The industry should be capable to protect

themselves from the competitors and should be able to maintain their profitability.

The industry has started various security systems and awareness programs to

enhance system security by using ICT tools (Kruger et al. 2006).

8. User skill—Providing skilled workers with the help of a training program, assists

to industry for proper use of ICT in KM processes. Otherwise, the user should

possess some basic knowledge of computer and information-based technology

like how it functions and retrieval. ICT literacy can be increased by hiring

professionals for training purposes and to skill the employees of an organization.

An organization must have a positive environment to improve ICT literacy (Olu

Adeyoyin 2005).

9. Innovator—In the present era, the firm which prompts the innovation is more

competitive and successful and found always ready to accept the challenges and

to modify themselves accordingly as compare to other firms. Innovation charac-

teristics promote significant importance in adopting ICT tools. It has been found

Table 2 Experience of respondents

Experience Number of respondents

20 years and more 2

10 to 20 years 4

Less than 10 years 6

Total 12

Journal of the Knowledge Economy

Table 3 Identified variables from literatures and brainstorming techniques

S. no. Source Variable names Author(s)/year

1. Literature review Latest technology Li (2012), Tang (2010)

2. Experienced person Uma Mageswari et al. (2017),

Kruger et al. (2006),

Al Mahmud et al. (2013)

3. Guaranteed financial

support from the top

management

Margijlaj and Bello (2002),

Michailidou et al. (2015),

4. Firm area expertize Margijlaj and Bello (2002)

5. Sufficient support from

system vendor

Bygstad and Lanestedt (2009)

6. Implementation process Yuen et al. (2003),

Velleman et al. (2017),

Coy (2003), Cristóbal-Fransi

et al. (2017)

7. System security by

using ICT

Kruger et al. (2006), Sauer et al.

(2010), Fonseca et al. (2018)

8. User skill Umemuro and Shirokane (2003),

Olu Adeyoyin (2005),

Hanson (2011),

9. Innovator Walsh et al. (2002),

Teece (1992),

Hvannberg (2015)

10. Brainstorming

techniques

Skilled workers in

large quantity

11. Return on investment

12. Work system

13. Take action as the

need arises

14. Background knowledge

of employees

15. Fair communication with

top-order authority

16. Interested to change and

modify the things

17. Mentoring support

18. Collaboration among staff

and between the departments

19. Support from R&D labs

20. Own capacity to invest

21. Clear benefits of using ICT

22. Knowledge-sharing culture

23. Competitive pressure

24. ICT expert

25. People resistance

to use ICT

26. Easeofuse

Journal of the Knowledge Economy