Proceedings of Annual Tokyo Business Research Conference
15 - 16 December 2014, Waseda University, Tokyo, japan, ISBN: 978-1-922069-67-2
Development of a Knowledge Management Model for Community
Enterprises in the Maha Sarakham Province
Tananchai Singmat1 and Punsavadee Pongsiri2
The purpose of the research is to analyze casual factors affecting the knowledge
management of community enterprises in Maha Sarakham, to develop a model for the
knowledge management of the community enterprises, and to evaluate the model for the
knowledge management. The population was 1,778 community enterprise groups in Maha
Sarakham. The samples were 460 community enterprise groups. They were selected by the
stratified random sampling and simple random sampling techniques. The qualitative, quantitative
and action research methods were employed for this study. The research methodology
consisted of three steps: 1) factor analysis of factors affecting the success in knowledge
management of the community enterprises, 2) design of a model for the knowledge
management, and 3) implementing and evaluating the model. The descriptive method was
employed for data analysis. The statistics used were Pearson Product Moment Correlation
Coefficient and Structural Equation Model.
Results of The Research are as Follows:
1. The findings indicated that the casual factors significantly affected the success in the
knowledge management of the community enterprises in Maha Sarakham. They
included knowledge identification, knowledge acquisition, knowledge creation, knowledge
distribution, knowledge application, knowledge storing, knowledge Validation/monitoring,
knowledge exchange and knowledge acquisition. Additionally, the process of the
knowledge management was positively related to the success in the knowledge
management of the community enterprises identified by an empirical structural model and a
theoretical structural model. Thus, the members of the community enterprises in Maha
Sarakham realized the importance of the factors in the knowledge management consisting
of organizational culture, saving knowledge, and knowledge exchange.
2. Accordance with the model assessment by the experts, the findings
revealed that the appropriate model for the knowledge management of the enterprises was
composed of four E paradigms: Engagement, Enthusiasm, Exchange and External.
3. Regarding the model implementation, the findings indicated that the net
profit increased significantly by comparing the current income with the income of the same
period in the previous years. In conclusion, the research indicates that the model is
practical and appropriate for the knowledge management of the community enterprises.
Introduction
Maha Sarakham is a province located in the center of the northeastern region
of Thailand. Most of people in Maha Sarakham are farmers. Therefore, most of their
income is from agricultural products (Maha Sarakham Provincial Office: 2007). Their
regular income from the agricultural products is not enough for the family
____________________________________________________________________
1
Mr. Tananchai Singmat , Faculty of Management Science, Rajabhat Maha Sarakham University, Thailand
2
Punsavadee Pongsiri ,
Proceedings of Annual Tokyo Business Research Conference
15 - 16 December 2014, Waseda University, Tokyo, japan, ISBN: 978-1-922069-67-2
expenditure. As a result, they need an extra job to earn more money for their
families. Community enterprise is a business development project initiated by people in the
community with the support of government sectors. The community enterprise is one of the
most important main economic development projects in Maha Sarakham province which
aims at improving the quality of life of people in Maha Sarakham. According to the recent
report on the community enterprise, the report shows that the business development
project has been encountering many problems: success as capital, professional skills,
marketing, and product design. These factors affect the failure of many community
enterprises in Maha Sarakham. Therefore, a practical model for the economic development
was created and employed for developing the community enterprises in Maha Sarakham.
The research methodology consisted of three steps: 1) a contextual study and a study on
various models of knowledge management for community enterprise development, 2)
design of a model for community enterprise development, 3) implementation and evaluation
of a model.
Objectives:
1. To analyze casual factors affecting the knowledge management of the
community enterprises in Maha Sarakham province
2. To develop a model for knowledge management of the community
enterprises in Maha Sarakham province
3. To evaluate the model for knowledge management of the community
enterprises in Maha Sarakham province
Literature Review
1. Process of Knowledge Management
Probst; Raub; & Romhardt (2000) divided the process of knowledge management
into six steps: knowledge identification, knowledge acquisition, knowledge development,
knowledge transfer, knowledge utilization, and knowledge storing as shown in the diagram
below.
Knowledge
Identification
Knowledge
Storing
Knowledge
Acquisition
Knowledge
Utilization
Knowledge
Development
Knowledge
Transfer
Diagram 1: Process of Knowledge Management (Probst & Raub and Romhardt: 2000)
Proceedings of Annual Tokyo Business Research Conference
15 - 16 December 2014, Waseda University, Tokyo, japan, ISBN: 978-1-922069-67-2
Turban and et. al (2001) presented a circle of knowledge management model
consisting of creation, capturing and storing, refining, distribution, using and monitoring
as shown in the diagram 2.
Creation
Capturing/Storing
Refining
Distribution
Using
Monitoring
Diagram 2 Process of Knowledge Management (Turban and et. al: 2001)
Marali (2001) proposes five steps of knowledge management:
Step 1: Knowledge identification emphasizes global knowledge development for
organization including problems and opportunity.
Step 2: Creating knowledge for problem solutions and work improvement. New
knowledge is adopted from tacit knowledge through a brainstorming approach.
Step 3: Storing knowledge focuses on storing tacit knowledge for practical
application, which the knowledge is called explicit knowledge.
Step 4: Knowledge exchange emphasizes distribution of knowledge to personnel in
organization, and using knowledge for solving problems and improving work including new
knowledge from knowledge exchange.
Step 5: Knowledge acquisition is important for challenging conditions in
organizations.
McKeen; & Smith. (2003) propose five steps of knowledge management:
1. Knowledge identification
2. K n o w l e d g e a c q u i s i t i o n
3. Storing knowledge
4. Creating knowledge
5. Application of knowledge
Thongchai Pabu (2009) states that the process of knowledge management consists
of:
1. Knowledge identification is the first step of knowledge management. It is
necessary for business entrepreneurs to identify knowledge based on needs, problems,
vision, direction of the organization, work improvement and value of products.
2. Knowledge creation and acquisition is a process for getting knowledge from
work system in organization and from outside organizations, which the knowledge is
synthesized and developed to suit to current situation of organization, especially the
knowledge from research methodology is employed for developing personnel’s competency
in organizations.
Proceedings of Annual Tokyo Business Research Conference
15 - 16 December 2014, Waseda University, Tokyo, japan, ISBN: 978-1-922069-67-2
3. Knowledge storing is a process for saving knowledge in a database or knowledge
bank.
4. Knowledge distribution is a process for knowledge sharing through seminar,
teaching, storytelling, online communication and learning exchange.
5. Knowledge application is a process for connecting and applying knowledge from
various fields/areas for organizational development.
6. Knowledge monitor / validation is a process for following and evaluating
knowledge management, which develops and creates new knowledge.
Summary of theories and concepts of knowledge management for creating and developing
new research conceptual framework
Probst;
Turban
Thongchai
Marali
Process of
McKeen;
Raub; &
and et al.
Pabu (2009)
(2001:44knowledge
& Smith.
Romhardt
(2001)
Management
(2003)
45)
(2000)
Knowledge
/
/
/
/
Identification
Knowledge
/
/
/
acquisition
Knowledge
/
/
/
/
/
creation
Knowledge
/
/
/
distribution
Knowledge
/
/
/
/
application
Knowledge
/
/
/
/
storing
Knowledge
/
/
Validation/
monitoring
Knowledge
/
exchange
Knowledge
/
acquisition
In conclusion, seven processes of knowledge management are summarized as
follows:
1. Knowledge identification is evaluating main points of knowledge for entrepreneurs
in community based on needs, policies and goals of organization.
2. Knowledge acquisition is collecting information from experts and local
philosophers about knowledge from community enterprise groups through a collaborative
learning process.
Proceedings of Annual Tokyo Business Research Conference
15 - 16 December 2014, Waseda University, Tokyo, japan, ISBN: 978-1-922069-67-2
3. Knowledge creation is building new knowledge from various processes such as
cultural process and learning networks focusing on tacit knowledge and empirical
knowledge.
4. Knowledge exchange is studying and sharing their knowledge/information of the
same field/topic.
5. Knowledge storing is saving useful knowledge for people in communities.
6. Knowledge application is distributing knowledge to personnel of community
enterprise organizations and applying knowledge for improving work performance.
7. Knowledge validation is evaluating knowledge and knowledge exchange of
community enterprises.
2. Factors in the Success of Knowledge Management
Davenport, De Long, and Beers (1998) studied thirty one knowledge management
projects of twenty four companies, and the findings show that most of the projects have the
similar components in knowledge management: knowledge storing, facilitating knowledge
transfer, creating learning environment and knowledge management.
Factors affecting the success of knowledge management include:
1. Flexible culture of knowledge management
2. Great benefits for organizations such as budget saving, increasing incomes,
increasing awareness of the organization, including collaborative work.
3. Strong support and relationship from chief executives
4. Infrastructure of technology such as computer and internet and various channels
of communication.
5. Supporting structure of organization with flexibility and knowledge skill
development, and assigning responsibilities of all personnel for knowledge
management in organizations.
6. Most personnel have positive ideas on creating, applying and sharing knowledge
with rewards for an excellent knowledge creator.
Hasanali (2002) shows five factors for the success of knowledge management, and
they are as follows:
1. Leadership is a major role for the success of organizations, especially good
behavior of the executives.
2. Culture refers to collecting and sharing past experiences, expectations,
regulations and consuming behavior, which all factors affect acceptance of activities and
communication of all personnel. The main issues of culture relating to knowledge
management are waste time, reward system, negative attitude, unofficial communication.
3. Structure, role and responsibilities refer to a decentralization management used
in organization through interacting between executives and officers in an organization for
creating and sharing knowledge. The central unit is composed of key project managers,
facilities and communicative skills. Enterprise owners exchange and create knowledge in
community enterprise groups. Waiters and waitresses work for the change of organization
based on a knowledge exchange model.
4. Information technology (IT) infrastructure is necessary for knowledge exchange
among personnel in an organization. There should be a system of knowledge exchange
through information technology focusing on:
(1) similarity, fast and accuracy, (2)
meaning, process of communication, (3) a simple model and a standard structure of
Proceedings of Annual Tokyo Business Research Conference
15 - 16 December 2014, Waseda University, Tokyo, japan, ISBN: 978-1-922069-67-2
knowledge acquisition, (4) simple technology and use, for knowledge management (5)
sufficiency for knowledge transfer.
5. Measurement is a key factor to evaluate the strong and weak points of an
organization. Many factors affect the success of community enterprises, so that
measurement is important for improving community enterprises including knowledge
management.
Factors affecting the success of knowledge management (Boondee Boonyakit and
et al. 2004)
1. Leadership and strategies are necessary for the success of knowledge
management. The success depends on the support of chief executives, and the executives
use practical strategies for knowledge management based on the direction of
organizations.
2. Organizational culture refers to the culture of knowledge exchange among
personnel within organizations. Organizational culture also facilitates knowledge exchange
of personnel in organizations.
3. Information technology helps people to search for knowledge and information
quickly, including systematically storing data.
4. Measurement is a key factor to evaluate the strong and weak points of an
organization. Many factors affect the success of community enterprises. As a result,
measurement is necessary for developing community enterprises, including knowledge
management.
5. Infrastructure is a key factor for the efficient knowledge management of
organizations, such as buildings, instrument, which facilitates personnel to share and
transfer their knowledge of daily work. In addition, the infrastructure is important for
personnel development of organizations.
Summary of theories and concepts of factors affecting the success for knowledge
management for developing a research conceptual framework
Factors Affecting the
Davenport, De
Boondee
Success of Knowledge Long and Beers Hasanali (2002) Boonyakit and
management
(1998)
et. Al. 2004
Flexible Culture
/
Clear Goal
/
Relationship of
/
Executives
Information
/
/
/
Technology
Infrastructure
/
/
/
Personal Attitude
/
Leadership
/
/
Organizational Culture
/
/
Measurement
/
/
In conclusion, the five factors affecting the success of knowledge management are
summarized as follows:
Proceedings of Annual Tokyo Business Research Conference
15 - 16 December 2014, Waseda University, Tokyo, japan, ISBN: 978-1-922069-67-2
1. Leadership refers to the ability in influencing behavior, culture, motivation, and
value of personnel in organizations. The executives use their leadership to motivate
personnel to change their behavior, value, culture, and also provide them an opportunity to
participate in setting strategies for knowledge management in an organization.
2. Organizational culture refers to an important model, method and regulation for
improving work performance in organizations. Chief executives take an important role in
motivating them to improve their organizational culture for knowledge management.
3. Information technology for knowledge communication is an important supporting
instrument for knowledge management focusing on collection, storing, distribution,
management and application of knowledge.
4. Infrastructure refers to concrete and abstract objects including the structure of an
organization relating to knowledge management.
5. Evaluation is important to identify a current condition of an organization, including
goals and expected outcomes of an organization. The evaluation provides useful
information to improve activities and strategies for the goals and expected outcomes of
knowledge management of an organization.
3. The Success of Knowledge Management
John M. Leitch and Philip W. Rosen (2001) state that the success of knowledge
management depends on the integration of three key components: people, process and
technology.
1) People are a key factor for creating and developing networks and technology for
knowledge management. Orr & Persson (2003) assert that knowledge, competency and
skills of people are very important for a process of knowledge management. In addition,
innovation is necessary to be designed and developed properly for the success of an
organization.
2) Business processes refers to strategies and steps of knowledge management
with required information from both external and internal resources. Knowledge is analyzed
and classified for application and identification of structure. The knowledge is validated
before distribution and application with clear purposes and vision. The steps of knowledge
management are summarized as follows.
(1) Knowledge acquisition is a step of creating and developing new knowledge
through scientific method, such as research and development. Knowledge is classified and
stored systematically for practical application.
(2) Knowledge sharing is providing an opportunity and support for knowledge
sharing between personnel in organizations, creating a new organizational culture
(Liebowiz; Wright. 1999).
(3) Knowledge utilization is distributing knowledge to people in organizations for
decision making, overlapped work. Examples of knowledge storing are:
-collecting a name list with telephone numbers of people concerned with
knowledge management.
- storing lessons and experiences and classifying them based on topics for an
organizational handbook.
Proceedings of Annual Tokyo Business Research Conference
15 - 16 December 2014, Waseda University, Tokyo, japan, ISBN: 978-1-922069-67-2
- collecting important news or information about an organization or same
business, including information of the users.
3) Technology is used for infrastructure development of organizations. Orr; &
Persson (2003) state that knowledge, competency and skills of people are very important
for the process of knowledge management.
Sallis & Jones. (2002) present seven components of the evaluating criteria
for success as follows:
1. Success in creating new organizational culture
2. Support from chief executives
3. Competency in developing and presenting products and services
4. Intellectual-based organization
5. Efficiency for knowledge sharing/exchange
6. Success in creating continuous organizational culture
7. Ability in creating awareness of knowledge management
Summary of theories and concepts of factors affecting the success for knowledge
management for developing a research conceptual framework
Success of
John M. Leitch and
Knowledge
Philip W. Rosen
Sallis; & Jones. 2002
Management
(2001)
Knowledge
/
management from
various learning
sources
Efficiency in
/
/
knowledge sharing
and exchange
Knowledge utilization
/
Success in creating
/
new organizational
culture
Support from chief
/
executives
Knowledge
/
development and
presentation
Being awareness of
/
knowledge
management
Success in creating
/
organizational culture
Proceedings of Annual Tokyo Business Research Conference
15 - 16 December 2014, Waseda University, Tokyo, japan, ISBN: 978-1-922069-67-2
In conclusion, two factors affect the success of knowledge management in
organizations and they are: being awareness of knowledge management and efficiency in
knowledge sharing and exchange.
1. Being awareness of knowledge management refers to knowing and realizing the
importance of knowledge management.
2. Efficiency in knowledge sharing and exchange refers to the quality of sharing
knowledge and creating organizational culture through the support and motivation from
chief executives.
MATERIALS AND METHODS
Knowledge management is strategies and processes designed by the
cooperation of people in a community to create new knowledge and skills through a
scientific method for efficient management of the economic development project. In
addition, knowledge management refers to knowledge accession, transfer, and application
for human resources and professional development.
According to the concepts and theories about knowledge management, the
knowledge management process consists of seven steps : knowledge specification,
searching for knowledge, creating knowledge, knowledge exchange, saving knowledge,
knowledge application and monitoring and evaluating knowledge. (Probst; Raub; &
Romhardt : 2000, Turban and et al. : 2001, Marali : 2001: 44-45, McKeen; & Smith. : 2003,
Thongchai Pabu : 2009)
The factors affecting the success in knowledge management are composed of
leadership, organizational culture, information technology and communication,
infrastructure and evaluation. (Davenport, De Long and Beers :1998, Hasanali : 2002,
Boondee Boonyakit and et. Al. 2004)
According to the previous study on concepts and theories about knowledge
management, it shows that the two main factors affecting the success in knowledge
management are awareness of knowledge management and efficiency in knowledge
transfer and exchange. (John M. Leitch and Philip W. Rosen : 2001, Sallis; & Jones.
2002)
Conceptual Framework :
Factors affecting the success in knowledge management
- Leadership
- Organizational culture
- Information and technology for knowledge communication
- Infrastructure for knowledge management
- Monitoring and Evaluating
Knowledge management processes
- knowledge specification
- searching for knowledge
- creating knowledge
Proceedings of Annual Tokyo Business Research Conference
15 - 16 December 2014, Waseda University, Tokyo, japan, ISBN: 978-1-922069-67-2
- knowledge exchange
- saving knowledge
- knowledge application
- monitoring and evaluating knowledge
Factors affecting the success in knowledge management of the community
enterprises:
- awareness of knowledge management
- efficiency in knowledge transfer and exchange
Research Methodology
Research methodology was divided into three steps:
Step 1: Factor analysis of the success in knowledge management through the
quantitative research
Step 2: Model design for knowledge management through the qualitative research
Step 3: Implementation and evaluation of a model for knowledge management
Step 1 : Factor analysis of the success in knowledge management
The population was 1,778 community enterprise groups in thirteen districts in
Maha Sakham province (Secretariat office of the Community Enterprise Promotion Board:
2011).
Table 1: Community enterprise groups in thirteen district in Maha Sarakham province.
No
District
1
2
3
4
Muang
Borabue
Kosumpisai
Kantara
wichai
Payakaphumpis
ai
Chiangyuen
Wapeeprathum
Nacheung
Nadun
Yangsrisurat
Kaedam
Kudrang
Chuenchom
Total
5
6
7
8
9
10
11
12
13
Research Instruments:
Step1
Number of
Community
Enterprises
142
224
205
226
Number of
the Members
Sample Size
2,278
5,040
3,011
2,634
36
78
47
41
144
2,229
35
106
161
166
116
130
49
74
35
1,778
1,895
3,506
2,961
1,964
1,766
881
773
638
29,576
29
55
46
30
27
14
12
10
460
Proceedings of Annual Tokyo Business Research Conference
15 - 16 December 2014, Waseda University, Tokyo, japan, ISBN: 978-1-922069-67-2
1. The self-administered questionnaire with close-ended questions was used to collect data
in step 1. The questionnaire consisted of four parts:
Part 1: Personal information of the respondents
Part 2: Casual factors affecting the success in knowledge management of
community enterprises in Maha Sarakham province
Part 3: Processes of knowledge management of the community enterprises in
Maha Sarakham province
Part 4: The success in knowledge management processes of the community
enterprises in Maha Sarakham province
The instrument was a five-rating-scale questionnaire of Likert, and the
interpretation of the numbers was as follows:
5 = very importance
4 = importance
3 = fairly importance
2 = less importance
1 = least importance
Assessment of Research Instruments
The validity of the quationnaire was assesed by five experts, and the reliability
of the questionnaire was assessed by trying out the questionnaire to forty samples. The
Cronbach Alpha Coefficient was employed for assessing the reliability of the questionnaire.
Data Analysis
The data were classified by using a coding form. The descriptive method was employed
for data analysis, and the data were calculated, tabulated and analyzed by means of
statistical procedures. Pearson Product Moment Correlation Coefficient was employed for
the correlations between the independent 11 variables and dependent 11variables.
Structural Equation Model was used to analyze the casual factors affecting the success in
knowledge management of the community enterprises in Maha Sarakham.
Step 2: Design of a model for knowledge management of the community enterprises
The samples were ten research participants consisting of experts,
academicians and representatives of the community enterprises in Maha Sarakham.They
were selected by the purposive random sampling technique.
The instrument was strategies for developing knowledge management of the
community enterprises in Maha Sarakham. The quality of the strategies was identified by
research participants through workshop and brain storming methods, and the strategies
were improved before implementing in step 3.
Step 3 : Implemention and evaluation
The model was implemented to the target community enterprise group in Sapthawee
Makha community in Kantarawichai district, Maha Sarakham province. The independent
Proceedings of Annual Tokyo Business Research Conference
15 - 16 December 2014, Waseda University, Tokyo, japan, ISBN: 978-1-922069-67-2
variable was a model for knowledge management of the community enterprises in Maha
Sarakham. The dependent variable was the success in knowledge management of the
community enterprises.
Quasi Experimental Design and One – Group Pretest – Posttest Design were employed for
this research.
RESULTS
Step 1
Personal data of the research participants affecting knowledge management of the
community enterprises in Maha Sarakham.
The findings showed that 70 percent of the participants were female. 93 percent of the
participants hold an academic degree below bachelors. 26 percent of the community
enterprises were clothing products, and 54 percents of the community enterprises ran the
business for at least 5 years.
The relations between the casual factors and the knowledge management of the
community enterprises.
The findings showed that three high rated factors affecting the knowledge management
of the community enterprises were organizational culture, leadership and technology and
communication (X = 4.01, 3.78 and 3.10) respectively.
Results of the correlation efficiency analysis of the noticeable variables:
The findings indicated that sixteen noticeable variables were significantly related to
thirty four dependent variables at the .05 level. The indices of the positive relations were
.11-.88, and the indices of the negative relations were -.99 - -.28.
In conclusion, the results indicate that the model is appropriate to assess the IOC
index of the relations with the casual factors.
Assessment of the IOC index of the model with the empirical data
Index
Chi-Square/df
P-value
Index of the error in
estimating parameter
value: RMSEA
Relative Fit Index
NFI
NNFI
Criteria
<2.00
Insignifican
tly
(p>0.05)
approach 0
(<0.05)
>0.90
Close to
Statistical Value
of The Original
Form
364.08/75 = 4.85
0.00
Statistical Value of The
Final Form
0.08
0.03
0.99
0.98
0.98
0.99
54.30/40=1.36
0.07
Proceedings of Annual Tokyo Business Research Conference
15 - 16 December 2014, Waseda University, Tokyo, japan, ISBN: 978-1-922069-67-2
Index
RFI
Absolute Fit Index
GFI
AGFI
PGFI
Index of sample size
determination:
HI or CN
Criteria
1(>0.90)
Close to 1
>0.90
Close to
1(>0.90)
>0.50
>200
Statistical Value
of The Original
Form
Statistical Value of The
Final Form
0.98
0.97
0.94
0.89
0.98
0.96
0.52
188.18
0.59
491.91
Proceedings of Annual Tokyo Business Research Conference
15 - 16 December 2014, Waseda University, Tokyo, japan, ISBN: 978-1-922069-67-2
Index of PATH Analysis of structural model of exogenous latent variables and endogenous
variables.
time
lead
1.14
personal
1.43
1.46
1.55
cult
tech
0.58
factor
value
0.84
struc
0.75
0.6
1.36
measure
target
create
search
share
save
success
1.65
0.57
1.98
0.37
0.73
apply
0.96
check
1.36
0.87
0.84
efficien
km
Proceedings of Annual Tokyo Business Research Conference
15 - 16 December 2014, Waseda University, Tokyo, japan, ISBN: 978-1-922069-67-2
Explain variables :
time
Year of establishement
lead
Leadership
cult
Organizational culture
tech
Technology and communication
struc
Infrastructure
measure
Evaluation
target
Specifying target knowledge
search
Searching for knowledge
create
Creating knowledge
share
Sharing knowledge
save
Saving knowledge
apply
Knowledge application
check
Checking knowledge
factor
Factors of the success
km
Processes of the knowledge management
success
Success in knowledge management
value
Awareness of value
efficient
Efficiency in exchange of knowledge management
Step 2 Analysis and criticism of the model by experts
The model was analyzed and criticized by the experts, and the results were
presented as follows :
Proceedings of Annual Tokyo Business Research Conference
15 - 16 December 2014, Waseda University, Tokyo, japan, ISBN: 978-1-922069-67-2
Factors
1. Knowledge specification
2. Searching for knowledge
3. Creating knowledge
4. Sharing knowledge
5. Saving knowledge
6. Knowledge Application
7. Monitoring and evaluating
knowledge
Recommendation of the experts
Improve the description of knowledge
management specification and provide
the community enterprise committee
to participate in knowledge
specification
Enhance the community enterprise
members to search for knowledge
from the experts in internal and
external organization
Concentrate on the same area/topic of
knowledge specification and search
for knowledge
Share knowledge about factors
influence the success of knowledge
management consisting of 1)
knowledge of production and 2)
knowledge of marketing
Save the knowledge of the same
topic/area of sharing knowledge
Enhance the community enterprise
members to apply the knowledge for
both in the organization and out of the
organization
Monitor and evaluate knowledge of
the same topic/area of knowledge
application
Analysis of a draft model for knowledge management of the community enterprises in
Maha Sarakham by the experts designed by 4 E paradigm as follows :
Proceedings of Annual Tokyo Business Research Conference
15 - 16 December 2014, Waseda University, Tokyo, japan, ISBN: 978-1-922069-67-2
Leadership
Knowledge
(Engagement)
Production
Knowledge application
for external organization
(External)
Searching for
knowledge
(Enthusiasm)
Marketing
Knowledge
(Exchange)
Organizational
Culture
Step 3 The model was evaluated after implementing for six months. The
indicators for the model were total monthly income by comparing the current
incomes with the incomes of the same period in the previous years
Table 2: MonthlyiIncomes of the community enterprises in Maha Sarakham before and
after the experiment
Net Income/Month (bath)
Month
1
2
3
4
5
6
Average
Before
2,639
844
-2,745
3,545
-2,665
4,615
1,039
After
5,569
13,996
2,441
2,790
1,784
11,838
4,407
The findings indicate that a model for knowledge management of the community
enterprises is practical for the Makha Thaweesap Community enterprise. The application of
Proceedings of Annual Tokyo Business Research Conference
15 - 16 December 2014, Waseda University, Tokyo, japan, ISBN: 978-1-922069-67-2
the model improves the community enterprise management and increases the monthly
income.
CONCLUSIONS AND DISCUSSION
Factors of the success in knowledge management
In case of the factors of the success, these factors could not be directly
assessed, so the author determined five noticeable variables: leadership, organizational
culture, technology and communication, infrastructure and evaluation.
1) In case of the leadership, the findings showed that the leaders encouraged
the community enterprise members to work together under the same policy and direction.
The members changed their work behavior, created value and culture based on the new
strategies for the community enterprise management. The members were provided with an
opportunity to determine the strategies for the community enterprise management.
Pornthida Wichianpanya (2004) states that the knowledge of members in organization
should be improved by an efficient and effective learning process.
2) The findings indicated that the change of organizational culture of the
personnel affected the success in knowledge management, such as trustworthiness,
knowledge transfer and team work (Davenport & Prusak, 1998).
3) Regarding technology and communication, the findings showed that the
factors of the success in using technology for knowledge management included a precise
understanding of needs and objectives for technological application, simple technology and
application Hasanali (2002)
4) The findings indicated that the infrastructure and system was necessary for
sharing knowledge of the personnel in organization (Boondee Boonyakit and et. : 2004).
5) In case of the evaluation, the study showed that the indicators for the
model should be determined based on the strategies for knowledge management of the
organization (Boondee Boonyakit and et. : 2004).
Processes of Knowledge Management
The process of knowledge management was latent variable which was directly
assessed. Therefore, the author determined seven noticeable variables : knowledge
specification, searching for knowledge, creating knowledge, sharing knowledge, saving
knowledge, applying knowledge, and monitoring and evaluating knowledge.
1) The findings showed that knowledge specification was a starting point of
the knowledge management for determining and designing an operational guideline, and
the guideline for knowledge management should be widely publicized for the personnel in
the organization (Karnsuda Makhasiranon : 2003).
2) The findings showed that searching for knowledge was a process to collect
information for the development of knowledge and professional skills of the personnel in the
organization (Karnsuda Makhasiranon : 2003).
Proceedings of Annual Tokyo Business Research Conference
15 - 16 December 2014, Waseda University, Tokyo, japan, ISBN: 978-1-922069-67-2
3) The synthesis of knowledge was a process of creating new knowledge for
the success in practical application of the organization through research methods
(Thongchai Pabu : 2009).
4) The knowledge exchange was a process to distribute and share the
knowledge of the personnel in the organization through a seminar, a formal and informal
meeting and a group discussion (Thongchai Pabu : 2009)
5) The study showed that the system of saving knowledge was designed and
developed based on the convenience and accessibility of the personnel (Karnsuda
Makhasiranon : 2003).
6) The application of knowledge was a process to distribute and transfer the
knowledge to the personnel in the organization for improving their work performance
(Wicharn Panich : 2005).
7) The evaluation was a process to check and assess the accuracy of the
knowledge for the practical application in the organization (Thongchai Pabu : 2009).
The Success in knowledge management of the community enterprises
The success was a latent variable which was not directly assessed, so the author
determined two noticeable variables for the assessment consisting of awareness of value
of knowledge management and efficiency in sharing and exchange of knowledge.
1) The findings showed that value of knowledge exchange, knowledge application,
and creating new knowledge were important for the management in the organization
(Sallis; & Jones: 2002).
2) The findings also indicated that the efficiency in sharing and exchanging of
knowledge was identified by participation of community enterprise members, organizational
culture, knowledge transfer to the members and practicing a good teamwork (Sallis; &
Jones : 2002).
Suggestions for further study
1. More research variables should be further studied, such as support of the
government sectors and cooperative network.
2. Multi - Level Analysis should be employed for analyze the predictive variables for
qualitative research.
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