Knowledge Management, Sharing and Creation in Developing Countries Banking Industries Rita Yi Man Li

Knowledge Management, Sharing and Creation in Developing Countries Banking Industries

Rita Yi Man Li Department of Economics and Finance, Hong Kong Shue Yan University, Hong Kong Email: ritarec1@yahoo.com.hk

Abstract
In the past, knowledge is created and transcribed in the textual records. Hardcopy books, newspapers and notes are some of the major channels which share the knowledge. In the knowledge explosion era, the World Wide Web provides another new channel which even spread the news, knowledge and information in a faster and quicker way. Whilst the banks in the old days mainly sell business, modern banks also sell knowledge. Banks with the most updated information will successfully retain their competitive edge. This paper aims at reviewing the knowledge management, sharing and creation in the developing countries banking industry via extensive journal articles review.

Keywords: Bank, Knowledge Management, Knowledge Sharing, Knowledge Creation, Developing

Countries

1. Introduction
If we ever think of our knowledge base expansion in print publication only, it is reasonable to imagine a world of text which is sufficient to cover our globe to a depth of one inch up to 1850. Hundreds of years later, amount of printed materials have doubled to a depth of two inches. By 1950, they have expanded to a depth of 36 inches (Li and Ah Pak 2012). Whilst the number of citizens receive education is usually more in developed countries in the past, the popularity of World Wide Web increases the chance of the people who can receive the new knowledge. No wonder there are more and more knowledge created in the developing World. In the modern banking industry, bankers not only need to provide the saving, investment, mortgage services. They also need to provide the up-dated information and knowledge to their customers. Investment in overseas bond and stock market are some of the vivid examples. Therefore, some even argue that modern banks nowadays are not only selling services but also knowledge. Only banks with the updated knowledge can receive the competitive edge. Nevertheless, there is not yet a systematic review on the current literature on the banks knowledge management, knowledge creation and sharing in academia. This paper aims at filling this gap via content analysis of the research done in the developing countries.

Advanced in Network and Communications (ANC) Volume1, Number1,December 2012 doi: 10.4156/anc.vol1.issue1.2

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Knowledge Management, Sharing and Creation in Developing Countries Banking Industries Rita Yi Man Li

2. A general overview on knowledge

Knowledge is a rather broad and abstract notion that has brought epistemological debate since the classical Greek era. Extensive pool of literature defines knowledge from different perspectives (Li and Zhang 2010; Li and Ah Pak 2010; Li and Ah Pak 2012; Li and Poon 2011; Li and Poon 2009). Knowledge can be regarded as a valuable commodity for organizations in modern knowledge economy which can be created internally within organization or externally (Li and Zhang 2010). Knowledge can be classified into two types: tacit and explicit. Tacit knowledge is highly complex in nature as it is quite abstract, personal, context specific and dynamic (Meese and McMahon 2012) and is acquired by replicating others work and practices (Li and Poon 2009). It is quite difficult to transfer and may be shared by interpersonal and informal means (Meese and McMahon 2012). Tacit knowledge can be further developed into cognitive and technical dimension. Technical dimension refers to those hard-to-pin-down skills or crafts which is also known as know-how knowledge. It is mainly acquired through long-term experience. That is the reason why senior workers are usually more skillful than those junior ones. Cognitive dimension concerns mental models, schemata, beliefs and perceptions which are assimilated in our mind and we take them for granted. On the other hand, explicit knowledge is expressed in scientific formulae, words and numbers, data, codified procedures or universal principles (Li and Zhang 2010). It can be readily articulated, codified rules and guidelines , easily transferred, reusable in a consistent and repeatable manner (Meese and McMahon 2012).

Tacitknowledge (abstract knowledge) Knowledge Explicitknowledge (easilytransferred knowledge)

Figure 1 Types of knowledge

Cognitive knowledge

Technical knowledge

3. Knowledge management
One of the most important competitive resources is knowledge. This has been repetitively emphasized in the literature of knowledge management (KM) (Abzari and Barzaki 2011). KM is concerned with developing and cultivating systems that enable organizations to detect, leverage, distribute and improve their knowledge assets. KM comprises of the following steps: knowledge generation, sharing, adaptation, application and new knowledge creation (Meese and McMahon 2012). (Dearing et al. 2011). KM can also be viewed as an input output process where the input comes from individual

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Knowledge Management, Sharing and Creation in Developing Countries Banking Industries Rita Yi Man Li

knowledge of a person, which is created, transferred and integrated within the company, whilst its output is organizational knowledge which is a source of competitive advantage (khanbabaei,

Lajevardi, and Kohsari 2011). Effective KM helps managers to eliminate the obstacles between those who know and those who do not know (Allame 2011). In view of the popularity of information technology, KM also stresses advanced technology and techniques used to facilitate knowledge sharing (Rasoulinezhad 2011).

4. The importance of knowledge sharing

Knowledge is usually stored in the form of organizational practices inside an organization. It can be shared by face-to-face interactions, synchronous and unsychronous communication. There must be someone who has the ability to acquire and share knowledge on the one hand and reconstruction is required to learn something from someone else or to share his or her knowledge on the other hand. Generally speaking, knowledge sharing (KS) refers to the process where individuals refine an idea or thought in light of experiences. The idea is then modified or rejected gradually. The process of KS can also be viewed as something which is related to but different from communication. Organizations in the modern days use various methods to boost knowledge sharing via incentive schemes (Li and Poon 2009). KS is the behavior where individuals collectively increase other understandings via the articulation and demonstration of personal knowledge (Li and Zhang). The process allows individual to learn and assimilate the knowledge for applications in a practical way. Therefore, KS and organizational learning are closely related. The process of thinking, knowing, learning and sharing have a reciprocity relationship. Besides, people can establish their mutual understandings via knowledge sharing inside an organization. KS among folks often not only improves their capability, new knowledge is also generated during this process (Li and Zhang 2010). KS approaches can be classified as formal or informal. Formal approaches are instituted by management. It includes formal mentorship programs and meetings. Informal approaches, on the other hand, often stem from social networks (Meese and McMahon 2012). Wise managers should always encourage their employees to share knowledge (Allame 2011).

5. Knowledge creation
The creation of new knowledge may come from within or outside an organization. In the former case, relationship between individuals is similar to independent networks within an organization. Knowledge exists in the interchanges of the networked information and new knowledge has to be disseminated and delivered informational flows within an organization. Knowledge creation (KC) usually relies on team-oriented communication of information via brainstorming and workshops, learning, experience accumulation, research and development, and learning by doing. The source of external knowledge is absorbed and generalized via interactions between suppliers, customers and competitors. The capability

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Knowledge Management, Sharing and Creation in Developing Countries Banking Industries Rita Yi Man Li

to obtain knowledge can significantly affect knowledge administrative and technical innovation. Research also shows that external environment and organizational culture have significant interaction impacts on knowledge accumulation capability on organizational innovation. The creation of new knowledge is attained via the interaction of implicit knowledge and explicit knowledge. The process of knowledge conversion, which includes four elements: socialization, externalization, combination, and internalization, is required to generate new knowledge (Shih, Chang, and Lin 2010).

Figure 2 Knowledge creation process inside and outside the organization. Shih et. al. (2010) suggest that knowledge creation can be divided into three types: 1. Autopoetics: it refers the development of personal knowledge amid difficulties in delivering information and knowledge because the sources of the knowledge are personal interpretations or translated data within an organization. The master and disciple system is an example. 2. Cognitivist: it refers to authentication, collection, and dissemination of propaganda information as the main activities of knowledge development. An open organization develops more accurate and precise knowledge through the absorption of new information. 3. Connectivists: it shares and cognitivists have a lot in common. The only difference is that in connectivists, there is no predefined solution.

6. The importance of knowledge in our financial market: lesson learnt from the financial crisis 2007-2009
Evidence in the UK Treasury Select Committee in 2009 revealed that much of the available knowledge on markets and risk was ignored in the failing banks during the 2001-2007 period. Board of directors and top management in the failing banks emphasized too much on growth based incentive and pay schemes, sales and trading culture, leading to the development of a very risky organization with very

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Knowledge Management, Sharing and Creation in Developing Countries Banking Industries Rita Yi Man Li

risky new products in interbank markets. These banks did not have sufficient knowledge about intermediation and risk at the level of employee, middle management, top management and the board was deficient. All these contributed to the failure of the intermediation activities. They did not understand how retail, wholesale and investment forms of banks worked together or created new risks for each other in a Bank. They did not understand that the high level of risks in wholesale and investment banks threaten the equity capital shared with retail banks. Banks board of directors and top management in failing banks prioritized their general knowledge of business strategy over knowledge of risk, intermediation, organization and special function in banking. They exclusively pursued growth, profits and bonuses and they recklessly pay at best lip service to prior knowledge of risk management. Similar problems of misplaced emphasis on idealized theories of markets and mathematical knowledge were to be observed at middle management and operational levels during valuation processes, bank lending, market trading and so on. This was also a failure of top Banks knowledge and crisis which is a case of knowledge and learning failure (Holland 2010).

7. Applying knowledge theory into banking industry

Banking is not just a business of money but a business of information. The change in the global business environment has led banks to rationalize their products and services and examine the role of KM in competitiveness improvement (Dzinkowski, 2001). Managing knowledge is as important to banking industry as it is for any other kind of organization. Indeed, the last open frontier for banks to create competitive advantage may reside in their ability to leverage knowledge. Supporting this notion, Craig Kaylor of the Hampden Savings Bank, claims that banks do not sell goods only, but services and more specifically knowledge. Knowledge sharing initiatives should aim at creating an environment that promotes several cultural factors, including professional autonomy, cohesiveness and communication structure. Banks should emphasize the creation of a work context characterized by high levels of organizational citizenship. In this way, mutual social relationships can be cultivated, and knowledge sharing intentions will be increased. Second, the establishment of a knowledge sharing system should promote the workplace communication and knowledge sharing, especially in geographically dispersed organizations from the technological viewpoint (Chatzoglou and Vraimaki 2009). Moreover, organizations should focus on the creation of communities of practice within the workplace because human networks are the best way to achieve knowledge sharing. Managers should provide appropriate feedback to all employees about the achievements of referent communities. These actions enhance individuals sense of self-worth and motivate knowledge-sharing behaviour. The World Bank launched a knowledge sharing initiative which was determines to transform itself into a knowledge bank, while until that time thought itself mainly in traditional banking terms with a range of knowledge-sharing programmes. These may include tacit knowledge debriefings, communities of practices, helpdesk and advisory services, indigenous knowledge programmes, extensive knowledge collections on the web

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Knowledge Management, Sharing and Creation in Developing Countries Banking Industries Rita Yi Man Li

and a platform to share knowledge with the development community through the Development Gateway web site (Chatzoglou and Vraimaki 2009). As the ability to generate new knowledge is highly relevant to Intellectual capital in the banking industry, they should define their own robust mechanisms for knowledge creation so as to improve their ability in knowledge creation. Knowledge creation in banks should focus on the information exchange and sharing. The usual approach adopted by banks may include team-oriented brainstorming and workshops (Shih, Chang, and Lin 2010).

8. Research method
Content analysis on the previous research journal article in Proquest, EBSCO and Scholar Google on the knowledge management, creation and sharing in developing countries banking industry. It consists of extracting and evaluating the occurrences of the manifest and latent content of a body of textual material in a systematic manner. This extraction and evaluation is done to uncover key themes and compare them to one another via the use of different types of analysis. There are two kinds of content analysis: classification and elemental. The former one, that is the one which the author is using for this paper, assigns documents according to knowledge management or creation and sharing categories. The elemental method is done via recording the word or word group frequencies from these documents, quantifying them in either term frequency or weighting data. Similar to any other research method, content analysis has its strengths and weaknesses. To successfully develop content analysis, an appropriate content classification scheme is an important step. The classification and measurement of data must be undertaken with rigor, objectivity and exactness. It involves a large degree of personal judgment and requires an in-depth knowledge of the subject matter. For this reason, there are two special classifications developed for this study: one for the knowledge management and another for the knowledge creation and finally for sharing (creation and sharing part was finally combined because there is only one article written specifically for knowledge creation) (Meho and Sonnenwald 2000).

9. Results
International financial institutions should no longer rely on conventional means to run their business (Amir and Rugayah 2011). Knowledge determines the rate at which new products and services are introduced (Abzari and Barzaki 2011). Banks in different places are striving their best to develop the best knowledge management method. In Malaysia, for example, banking Knowledge Management Model (BKMM) encompasses knowledge, retention and sharing (Ali and Ahmad 2006). In Tehran, Iran, self-management, leadership, climate of trust, common language, individual autonomy, heterogeneous and complementary skills are important element in knowledge management (khanbabaei, Lajevardi, and Kohsari 2011). No matter what elements are included in KM, it is generally agreed that KM enhances the quality, efficiency and effectiveness of banking operations, services and competitiveness (Ali and Ahmad 2006; Ali and Yusof 2004; Allame 2011; Squier and Snyman 2004). Human factor

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Knowledge Management, Sharing and Creation in Developing Countries Banking Industries Rita Yi Man Li

significantly affects customer knowledge management (Azhdar et al. 2010). One of the most important elements inside KM, i.e. KS reduces costs and time to make decisions once the information is accessed by the employees (Mohammed and Jalal 2011). Previous research also shows that informal mentoring and settings play a more important role than those of formal settings (Rasoulinezhad 2011; Karkoulian, Halawi, and McCarthy 2008). The extrinsic motivators in knowledge sharing consist of organisation culture, reward system and information technology whereas intrinsic motivators comprises of trust, learning and behavior (Tan et al. 2010). Compared to traditional face-to-face knowledge sharing transactions, personalized knowledge sharing in the World Wide Web costs nearly nothing (Hussein,

Megdadi, and Mohammed 2010). It is therefore important to entice existing bankers to adopt the options of online knowledge sharing in banks operations (Ali and Yusof 2009). For example, Lotus Notes was chosen by the commercial banks in Jordan because it is an integrated groupware package, fast enough for all required applications and provides the security facilities which are essential in a banking environment. It also creates a virtual environment for group communication that allows the users to access and share knowledge (Hussein, Megdadi, and Mohammed 2010). Finally, research also shows that KC is an important element in developing new financial products among the Islamic countries (Naser and Moutinho 1997). Table 1 and 2 summaries the pool of literature on knowledge management, sharing and creation in developing countries.

10. Conclusion In modern knowledge explosion era, knowledge is power. Previous research in various different developing countries shows that KM which is consisted of KS and KC, becomes an important tool to retain banks in competitive edge. Information technology, a low or even no cost tool, becomes an important tools in related activities. Authors KM activities in banks Type of bank City and country

KM started as an experimental basis in ICICI bank without an additional funding and nobody was forced to use the site. Support provided by the top (Chandana ICICI Bank management, the relatively young group of the 2008) employees had led to the progress of the concept of KM. Customer KM is concerned with the exploitation and management of customer knowledge. There are two (Azhdar et al. types of customer knowledge in Iranian Banks: Bank knowledge possessed by customer and knowledge 2010) about the customers. Human factor significantly affects customer KM.

India

Iran

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Knowledge Management, Sharing and Creation in Developing Countries Banking Industries Rita Yi Man Li

International financial institutions should no longer rely on conventional means to run their business. As information is power, managing knowledge maximizes profits and competitive business advantage is achieved. The Islamic Development Bank becomes the leader in the international banking industry which requires the smart leveraging of (Amir and Rugayah 2011) innovation in KM. By exploring innovative capabilities, organization information processes enhances the routine activities for IDB while simultaneously positions itself strategically in the eyes of the world as the leading Islamic financial institution which serves the peoples interests to its fullest potential. Banking Knowledge Management Model (BKMM) encompasses knowledge creation, retention and sharing which enhances the quality of banking operations. The designs of BKMM aim to create a culture that encourages and promotes KM in the banking sector. Tiger Bank and the other Camel Bank are used to study the KM progress. Camel Bank had full time employees who log the customer problems into the e-libraries and maintain them. The e-libraries are used as a reference tool as well as store of knowledge and experience on process fraud that contributed significantly to final services. A feedback loop was set up, those customers queries relating to a (Ali and particular area which could not be answered by the Ahmad 2006) customer service consultant were posted on the forum. The request for help will then be picked up by anyone who had expertise in that particular field. If the request was unattended for a couple of hours, the forum specialist will pick up the request; identify the possible potential experts to answer the questions. The knowledge was then organized, validated, and stored into the repository and is ready for distribution, use or reuse if a similar query is requested in the future.

Islamic Development Saudi Bank Arabia

Central Bank of Malaysia (Bank Negara Malaysia) Malaysia

Authors

Knowledge management activities in banks

Type of bank

City and country

Among the 10 local commercial banks in a research study conducted in Malaysia, KM enhances banks (Ali and Yusof competitiveness and provides better information 2004) integration and sharing. Increases in KS also increases in workers efficiency.

Banks

Malaysia

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Knowledge Management, Sharing and Creation in Developing Countries Banking Industries Rita Yi Man Li

Knowledge determines the rate at which new products and services are introduced. KS within employees of organizations and the factors which facilitate the process of knowledge sharing are major topic in knowledge management. Agricultural bank is now investigating the ground for implementation of knowledge management in the organization. One of the most significant aspects of KM is that KS among the employees of an organization plays a condign role Agricultural bank in the process of KM. 204 managers and experts of (Abzari and Barzaki 2011) agricultural bank in Fars states shows that a positive Iran KS culture in organization affect employees attitude. Since the path from attitude towards KS intention was the most significant, top management should provide a positive attitude of their employees through relationships improvement and recognition of their contributions so as to encourage sharing. Employees are more willing to share knowledge when they perceive KS is encouraged within an organization. Effective KM becomes part of general strategy of the organization. It is only in this state the KM could (Allame 2011) enhance efficiency and effectiveness in the Banking industry organization. Perceived losing of organizational power negatively affect peoples attitude toward KS. Comprised of employees working in 151 branches with 1500 employees worked in permanent teams at least for the last two years of Bank Keshavarzi (khanbabaei, located in four regions of Tehran. The questionnairs Bank Lajevardi, and results showed that self-management, leadership, Kohsari 2011) individual autonomy, climate of trust, common language, heterogeneous and complementary skills are important element in KM.

Iran

Isfahan provinc, Saderat

Tehran, Iran

Authors

Knowledge management activities in banks

Type of bank

City and country

In a research with questionnaire and face-to-face interviews with senior representatives of the three South African financial organizations, knowledge management was found to be a major strategic imperative for staying competitive. They also considered their organizations as knowledge based businesses. 3/4 of the respondents suggested that the most compelling reason for investing in knowledge (Squier and management was to increase value for customers. Snyman 2004) Although there were various barriers to knowledge management, the case studies indicated that knowledge management is a new way to expose tacit knowledge. It is also a more effective way of creating and organizing organisations knowledge. An infrastructure which consists of various knowledge management techniques and technologies become necessary for the transfer of knowledge. The key to

South Africa

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Knowledge Management, Sharing and Creation in Developing Countries Banking Industries Rita Yi Man Li

knowledge management is to get the required relevant knowledge to the person(s) involved in a specific project and across the enterprise. Various techniques such as mentoring, chat rooms, knowledge fairs, storytelling, Communities of Practice and technologies e.g. intranets, e-mail, Groupware, "Yellow Pages", videoconferencing, corporate knowledge maps etc. contribute to knowledge creation and sharing, the majority of the respondents viewed their organisation as a knowledge-based organisation which recognised the importance of knowledge, knowledge creation and sharing. Only 6% of the respondents reported that their organisation was not yet a knowledge-based institution. The importance of knowledge and knowledge management is reflected in respondents views on their organisations as knowledge-based institutions that recognised the importance of knowledge, knowledge sharing and creation. Due to the emergence of personal applications and networks, KS and capturing are moving towards on-demand and just-in-time. A set of methods, structures and ethics of "informal" and unauthorized transfer of information offer valuable lessons for the (Rasoulinezha further development of KS practices, methods and d 2011) behaviors in all settings. The importance of formal settings, however, is doubted in its role on KS practices.

Bank

Tehran, Iran

Authors

Knowledge management activities in banks Informal mentoring is highly and positively correlated with KM: employees receive informal

Type of bank

City and country

(Karkoulian, Halawi, and McCarthy 2008)

mentoring are more willingly to share knowledge in an organization. While formal mentoring requires knowledge to be shared between mentor and mentee, it does not mean that the knowledge shared is useful to the mentee and knowledge is not necessarily utilized. Table 1 Knowledge management among the developing countries Bank Lebanese

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Knowledge Management, Sharing and Creation in Developing Countries Banking Industries Rita Yi Man Li

Authors Knowledge sharing and creation activities in banks Type of bank City and country

Banks start to understand the relevance and importance of sharing knowledge and begin to appreciate knowledge as the most important and valueable asset that leads to organisational performance. Promising motivational factors encourages employees to share not only crucial knowledge but also new knowledge to ensure that the banking industry possess the competitive edge that they are looking for. Knowledge sharing (KS) is undeniably an important component for banking (Tan et al. institutions in pursuing knowledge as an intangible Banking industry 2010) and well sought-after asset. The MFs for KS are classified into intrinsic and extrinsic motivators. The extrinsic motivators consist of organisation culture, reward system and information technology whereas intrinsic motivators comprises of trust, learning and behaviour. These motivational factors smoothen the KS Process in banks. To fully leverage their knowledge potential among the banks, they must first appreciate and examine the factors that affect KS as a whole. Lotus Notes was chosen by the commercial banks in Commercial Bank (Hussein, Megdadi, and Jordan because it is an integrated groupware package. It is fast enough for all required applications and Mohammed provides the security facilities which are essential in a 2010) banking environment. It creates an environment for group communication that allows the users to access and share knowledge. Beyond standard email, bulletin board features and database, Lotus Notes provides text editing, workflow management and facilities document. It has a graphical interface and uses client or server architecture which renders itself very suitable for Jordans commercial banks wide intranet. (Mohammed Knowledge sharing reduces cost and speeds up the Central Bank and Jalal 2011) time to make decisions once the information is accessed by the employees. The CBB concentrates on enhancing and adopting the concept of knowledge sharing between the different departments by using the appropriate technology and improving human skills.

Melaka, Malaysia

Jordan

Bahrain

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Knowledge Management, Sharing and Creation in Developing Countries Banking Industries Rita Yi Man Li

Authors

Knowledge sharing and creation activities in banks

Type of bank

City and country

To ensure the success of knowledge management in banks, it is important to entice existing bankers to adopt the options of online knowledge sharing. This can save a lot of costs by means of scale effects in (Ali and Yusof bank operations. Compared to traditional face-to-face Bank knowledge sharing transactions, personalized 2009) knowledge sharing in the World Wide Web costs nearly nothing. As web technology is quite new, the challenge to persuade people to adopt the new technology in transferring their knowledge becomes one of the major resistances of bankers. The difference between Islamic and non-Islamic banks is that the former ones operate on an equity-participation system whereas the latter operated mainly based on equity and debt systems. The difference provides an incentive for Islamic bankers to search for different products or services to offer. The Islamic banking system nowadays is facing (Naser and competition not only from similar Islamic banks but Banks Moutinho also from Western banks disposed to modify their 1997) activities according to Islamic Shariah principles and progressive forces pushing towards change. Change can be achieved by adopting an effective marketing strategy as well as knowledge creation in developing new financial products. And finally improve the marketing effectiveness of the Islamic banks. Table 2 Knowledge sharing and creation

Malaysia

Islamic countries

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