It will be done through conducting case studies involving qualitative structured interviews, content analysis of documents, and research from secondary sources.
Knowledge-intensive organisations are heavily involved with and dependent on knowledge. Starbuck (1992) defined them as having a greater importance for knowledge than other inputs and outputs. In the knowledge-based world we now live in, knowledge is a very important resource (Rooney et al, 2005). Moreover, knowledge-intensive organisations are playing a central role; and are responsible for the radical transformations taking place (Schienstock, 2004) in our knowledge society. This knowledge function of management has therefore completely changed the former bureaucratic concept characterised by managing a standardised organisational structure, planning methods, work processes, and so on (Mintzberg, 1983).
Knowledge management policies refer to those methods employed that “support the creation, transfer, storage, retrieval and application of knowledge, and they can include technical as well as human components” (Jemielniak & Kociatkiewicz, 2009:174). This may be in a comprehensive manner or as special localised tools. For the former, implementation support systems may be established that aim to make knowledge management easier. Such systems would deal with not only establishing appropriate structures, and technical systems in place, but also providing effective leadership and organisational culture. Generally, innovation is facilitated by highly flexible structures “because they push people to interact and encourage creativity” (Jemielniak & Kociatkiewicz, 2009:174), and technical systems are based on information and communication technologies. Establishing the right culture would be necessary because it can then allow continuous advantages to be gained.
The figure below shows a visualisation of the components of a knowledge management system