Economic Research-Ekonomska Istraživanja

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Integrating artificial intelligence for knowledge

management systems – synergy among people
and technology: a systematic review of the
evidence

Rashmi Yogesh Pai, Ankitha Shetty, Adithya D. Shetty, Rakshith Bhandary,

Jyothi Shetty, Santosh Nayak, Tantri Keerthi Dinesh & Komal Jenifer D'souza

To cite this article: Rashmi Yogesh Pai, Ankitha Shetty, Adithya D. Shetty, Rakshith Bhandary,
Jyothi Shetty, Santosh Nayak, Tantri Keerthi Dinesh & Komal Jenifer D'souza (2022) Integrating
artificial intelligence for knowledge management systems – synergy among people and
technology: a systematic review of the evidence, Economic Research-Ekonomska Istraživanja,
35:1, 7043-7065, DOI: 10.1080/1331677X.2022.2058976

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ECONOMIC RESEARCH-EKONOMSKA ISTRAŽIVANJA
2022, VOL. 35, NO. 1, 7043–7065
https://doi.org/10.1080/1331677X.2022.2058976

Integrating artificial intelligence for knowledge

management systems – synergy among people and
technology: a systematic review of the evidence
Rashmi Yogesh Pai, Ankitha Shetty, Adithya D. Shetty, Rakshith Bhandary, Jyothi
Shetty, Santosh Nayak, Tantri Keerthi Dinesh and Komal Jenifer D’souza
Department of Commerce, Manipal Academy of Higher Education, Manipal, Karnataka, India

ABSTRACT ARTICLE HISTORY

This paper analyses Artificial Intelligence (AI) and Knowledge Received 20 August 2021
Management (KM) and focuses primarily on examining to what Accepted 23 March 2022
degree AI can help companies in their efforts to handle informa-
KEYWORDS
tion and manage knowledge effectively. A search was carried out
Knowledge management
for relevant electronic bibliographic databases and reference lists (KM); artificial intelligence
of relevant review articles. Articles were screened and the eligibil- (AI); information
ity was based on participants, procedures, comparisons, outcomes technology; the relationship
(PICO) model, and criteria for PRISMA (Preferred Reporting Items between KM & AI;
for Systematic Reviews). The results reveal that knowledge man- integration of KM and AI;
agement and AI are interrelated fields as both are intensely con- exploring AI technology in
nected to knowledge; the difference reflects in how – while AI management; knowledge
offers machines the ability to learn, KM offers a platform to better sharing; knowledge
understand knowledge. The research findings further point out repositories
that communication, trust, information systems, incentives or
rewards, and the structure of an organization; are related to JEL CLASSIFICATION
knowledge sharing in organizations. This systematic literature O31; O32; O33
review is the first to throw light on KM practices & the knowledge
cycle and how the integration of AI aids knowledge management
systems, enterprise performance & distribution of knowledge
within the organization. The outcomes offer a better understand-
ing of efficient and effective knowledge resource management
for organizational advantage. Future research is necessary on
smart assistant systems thus providing social benefits that
strengthen competitive advantage. This study indicates that
organizations must take note of definite KM leadership traits and
organizational arrangements to achieve stable performance
through KM.

1. Introduction
We are currently on the brink of a fourth industrial revolution that will radically
change the way we connect with each other, work, and live. AI’s opportunities and

CONTACT Adithya D. Shetty [email protected]

ß 2022 The Author(s). Published by Informa UK Limited, trading as Taylor & Francis Group.
This is an Open Access article distributed under the terms of the Creative Commons Attribution License (http://creativecommons.org/
licenses/by/4.0/), which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is
properly cited.
7044 R. Y. PAI ET AL.

advantages are overwhelming and beyond what we can even fathom. It is stated that
just as the second industrial revolution caused the invent of electrification, the fourth
revolution will turn out to be ‘Cognification’ (Lei & Wang, 2020). We are inching
closer to a world powered by data and insight, and it would be critical at this junc-
ture to test the link between Artificial Intelligence and Knowledge Management to
leverage AI more meaningfully. While identifying the relationship between KM and
AI, it is critical to first recognize what precisely businesses do with knowledge
(Pereira & Santos, 2013). Organizations carry out numerous obligations; the accom-
plishment and competitiveness of which relies upon maturity in performing critical
tasks, in addition to where they stand regarding the industry.KM and AI are exten-
sively all about ‘knowledge’ (Liebowitz, 2000). AI offers tools & mechanisms to make
learning possible for computers or machines where it enables machines to learn,
interpret and employ information to execute tasks along with assessment of know-
ledge that can be transmitted to individuals to upgrade decision-making (Liebowitz,
2000). KM facilitates knowledge to be well understood, while AI provides the ability
to enlarge, make use of, create and unlock knowledge in ways beyond imagination
(Goncharova & Murach, 2020). Artificial intelligence is overlooked by many KM
practitioners and theoreticians and is one of the essential keys to constructing blocks
for the development, improvement, furtherance, and advancement of Knowledge
Management (Wu & Hu, 2018). As a discipline in education, artificial intelligence
(AI) was initiated earlier than KM, has been grounded and balanced in the comput-
ing discipline over decades, and is implemented extensively in several domains
(Sanzogni et al., 2017). By definition, ‘knowledge is acquired and memorised facts
and relationships between them, it is information which within itself includes values,
attitudes and ideals; knowledge and skills that have an influence on human behaviour
and are subject to changes’ (p. 834) (Litvaj & Stancekova, 2015). ‘It is the way we
assimilate information that leads to knowledge creation. The industrial age automated
humdrum manual tasks using machines and left humans to perform knowledge work
of higher value’. The scientific age seeks to eliminate the burden of information and
knowledge from human beings as well, leaving them with creative work and other
intelligence. Artificial Intelligence and Machine Learning, including the analysis of
organizational networks and the development of industry networks, are proving to be
essential business tools (Chen & Liu, 2016). Knowledge management appears to have
reached a higher level during the twenty-first century (Lei & Wang, 2020). AI &
Blockchain have come into play and transformed again, how knowledge within
organizations is captured, developed, shared, and used effectively (Qi & Zhu, 2021).
The capabilities of AI are highlighted in recognizing context, concepts and meaning
which are emerging up with exciting new collaborative paths between knowledge
workers and machines. How can AI power KM sustainably? The irony today is, given
the overuse of digital tools to get simple things done, we are less productive and
more distracted. This paper makes an honest attempt to synthesize the literature on
Artificial Intelligence (AI) and Knowledge Management (KM) and focuses primarily
on examining to what degree artificial intelligence (AI) can help companies in their
efforts to handle information and manage knowledge effectively. This systematic lit-
erature review will answer the research question by providing data on KM practices
 ECONOMIC RESEARCH-EKONOMSKA ISTRAŽIVANJA 7045

& knowledge cycle and how the integration of AI aids knowledge management sys-
tems, enterprise performance & distribution of knowledge within the organization.
The outcomes improve the understanding of effective and efficient knowledge
resource management for organizational advantage. An elaborate review of past litera-
ture brings the birth and evolution of knowledge management to light. This evidential
synthesis incorporates PICO model and criteria for PRISMA to underline the deep-
seated relationship between Artificial Intelligence and Knowledge Management while
a bibliometric analysis presents an overview of the literature that supports the study.
Further on, a comprehensive discussion broaches the important elements that are
required to implement a knowledge management process while offering insights on
the future holds when a robust KM model is applied in a set-up. On a conclusive
note, we shed light upon the current state of Knowledge Management, the influence
of AI on KM and the need to apply KM in a contemporary business model to under-
stand the operational efficiency of KM in specific areas.

2. Literature review
One of the important key building blocks for the development and advancement of
knowledge management is artificial intelligence, which has been overlooked by several
knowledge management practitioners and theorists (Liebowitz, 2001). Knowledge
management attempts to combine various concepts disciplines like artificial intelli-
gence, organizational behaviour, human resources management, and information
technology (Bai & Li, 2020). Machines can improve human competencies and create
new experts (Busch, 2008). Companies would have to redesign and update the flows,
expertise, and tasks of knowledge workers, to completely use AI to their advantage
(Bai & Li, 2020).
Knowledge takes several forms of which tacit knowledge is ‘the knowledge of the
subconscious which is something done automatically without almost thinking’
(Bhardwaj & Monin, 2006). This type of knowledge is difficult to extract and elicit
due to the knowledge engineering paradox (Obrenovic et al., 2015). The earlier imple-
mentations of KM could not be beneficial since they were highly preoccupied with
converting tacit to explicit and then rendering the explicit, discoverable and reusable,
through search driven repositories and fora (Raquel Merlo, 2017). The idea of
‘converting’ tacit into explicit knowledge has been strongly criticized (Nonaka &
Takeuchi, 1996) as it has been argued that ‘Tacit-explicit’ transformations are the
greatest shortcomings of any effort at information or knowledge management
(Burnett, 2012). The skills of the workplace are articulable, while language, awareness,
emotions, and feelings are un-articulable (Busch, 2008). In addition, codifying it in
the true sense is either very difficult or impossible. This puts an unnecessary strain of
externalization on people who are either unmotivated, organized, disciplined or cap-
able of doing so. These attempts to codify result either in poor articulation and there-
fore poor assimilation of knowledge by users or failure to hold the codified
information up to date (Obrenovic et al., 2015).
Knowledge workers are people who use non-routine cognitive processes to think,
resonate, create, evaluate, and apply insights to a given situation. The ongoing
7046 R. Y. PAI ET AL.

objective of Artificial Intelligence (AI) is to improve it to the extent where it matches

the capabilities of the human mind, and in certain cases (computation and memory),
to exceed the proficiencies of the human mind (Pereira & Santos, 2013). Currently,
the global discussion is about the possibility of pursuing and achieving such a goal.
AI also aims to solve past problems of coping with large quantities of data, which
have been considered cumbersome and hard to manage (Wu & Hu, 2018). Modern
AI-based systems can manage big data with a certain degree of security using new
forms of data storage such as HDFS, NoSQL, and decentralized blockchain data stor-
age (Djenouri et al., 2021). AI tools are rapidly maturing and are due to make a
quantum leap in the decade to come as initiatives are underway to offer machines
free will, emotions, and consciousness. Engineers and pioneers across disciplines are
developing AI so that experts can train and test it more easily and integrate their
highly useful and often scarce expertise.
To start exploring these new possibilities, companies will need to distribute their
spending on AI accordingly as they would have to reimagine how experts and com-
puter systems communicate or interact, to get the best value out of both – their sys-
tems and their knowledge workers (Yeşil & Hı rlak, 2019). Much like the machine
learning systems of today advance the abilities of ordinary employees, the systems of
tomorrow will boost the efficiency and performance of skilled workers to previously
unattainable levels of consistent excellence (Gao, 2021).
The world deserves tireless renewed attempts to lift the bar from enterprise soft-
ware vendors. Time is ripe for enterprise software to tap intelligence to make custom-
ers’ workflows relevant, leaner, easier, and high on ROIs. Strategy, process-centric
methods, inter-organizational dimensions of decision-making support, research work
on emerging technologies, and academic ventures in this arena will continue to pro-
vide insights into how we process and manage big data to enhance decision-making
and productiveness.

3. Methodology
The review accompanies the guiding principles for systematic review of business
research and management. Eligibility and screening evaluation observed participants,
interventions, comparisons, outcomes (PICO) and the suggestions of PRISMA
(Preferred Reporting Items for Systematic reviews) (Moher et al., 2015). PRISMA
guidelines include a 27-object specification and a four-phase flow diagram that sug-
gests items most crucial for the translucent reporting of a review.
By aiding researchers to record a deductive roadmap in their systematic evaluation,
it offers a checklist with reference to the various rationale, certain protocol, specific
objectives and registration, eligibility standards, source of information, search, and
selection of the study, data collection technique, data objects, the risk of bias in indi-
vidual research, precis measures, synthesis of outcomes and the threat of bias
throughout the research studies (Shetty & Basri, 2018). It additionally fosters to pro-
vide a precise declaration engendering information on the PICO model. This study
has particularly concentrated analytical questions with a specific research approach
for the present review. After defining the research query it is elaborated in the initial
 ECONOMIC RESEARCH-EKONOMSKA ISTRAŽIVANJA 7047

segment, while search strategy encompassing inclusion criterion, identification of the

database, and search phrases are furnished as follows: Inclusion criteria: Intervention
– object of the study: integrating artificial intelligence for knowledge management;
outcome: enhanced effectiveness of knowledge management systems in the organiza-
tion; nature of the study: cross-sectional/longitudinal study; publication: academic
journals; population: Organizations (into KM) looking to explore the benefits of AI;
Period: 1990 to present; Language: English. Search approach: Few search techniques
were used to look up research articles, searches in several digital databases on itera-
tive references and internet of articles retrieved, and hand searches that have added
to the uniqueness of this systematic evidence synthesis (Ankitha & Basri, 2019). The
database consists of Emerald Insight, Scopus, Springer LINK, JSTOR, Sage,
ScienceDirect (Elsevier), SSRN and EBSCO. These databases are specially considered
as standard databases which are well established with maximum coverage of highly
ranked peer-reviewed journals. The search strategy involved a preliminary search
with the use of phrases, namely: knowledge management and artificial intelligence,
knowledge management and technology, artificial intelligence, and its relationship
with knowledge management, integrating knowledge management and artificial intel-
ligence, the state of knowledge management in 2020 and beyond. Totally nine
research papers fulfilled the inclusion standards of the studies, wherein researchers
chose a combination of quantitative analysis (via quantitative surveys) and qualitative
approach (via semi-structured interviews) to gain a deeper understanding of the topic
of the study.

3.1. Bibliometric analysis

This study aims to present a comprehensive review on Artificial Intelligence (AI) and
Knowledge Management (KM), primarily focusing on examining its magnitude where
AI can help companies in their efforts to handle information and manage knowledge
effectively. A need arises for an overview of KM practices & the knowledge cycle.
Hence a bibliometric analysis is appropriate to find out how the integration of AI
aids knowledge management systems, enterprise performance & distribution of know-
ledge within the organization.
Initially, we commenced by conducting a document search on the Scopus database.
The search string consisted of a combination of compound keywords concatenated
with the AND/OR operators. By using ‘All Fields’ we ran a search with keywords
emphasizing ‘knowledge management’ OR ‘KM’ AND ‘artificial intelligence’ OR ‘AI’
AND ‘information technology’ AND ‘relationship between KM & AI’ AND
‘knowledge sharing’ AND ‘knowledge repositories’.
The database was limited to Scopus hence authors fail to claim that an exhaustive
list of data was collected for this bibliometric analysis. There is a possibility of miss-
ing out on data from other databases Scopus covers a large number of articles and
provides higher records in terms of citations. Consequently, we claim that sufficient
data to outline the scientific landscape, research hotspots, and other analysis con-
ducted in this study was retrieved.
7048 R. Y. PAI ET AL.

This Systematic literature employed bibliometrix R-package software which is

open-source software that provides a set of tools for conducting quantitative research
in bibliometrics. R-package was developed by Aria and Cuccurullo and written in the
R language that has the main algorithms for conducting statistical and science map-
ping analysis. We have used the recent versions of the bibliometrix R-package (i.e.,
2.0 upwards) containing a web interface app (Biblioshiny) to present an overview of
the integration of AI leading to knowledge management systems.
The total number of documents were N ¼ 958 on Scopus where the search was
created to get an overview of the same. The author’s keywords (DE) refer to a specific
list of keywords authors of a publication must describe what their study dwelt upon
as used in the full-text N ¼ 3248. In contrast, keyword plus (ID) refers to extended
keywords and phrases generated by Scopus system where N ¼ 5260. In addition,
authors per document refer to the mean number of authors per document, while co-
author per document is the mean number of authors’ appearances per document—
both authors per document and co-author per document measure authors’ collabor-
ation. The average years from publication was 0.45 and the average citations was
4.547. The co-authors per document were 4.57 and the collaboration index was 4.28.

3.2. Results and discussions

Results and discussion of findings are depicted in this section to reflect (i) growth
and trends artificial intelligence research in terms of publication output, distribution,
source, and citations; (ii) prolific scholars, affiliations, and social networks; (iii) the-
matic focus of the field of smart learning environments.

3.3. Most relevant sources

The findings of the top 20 most relevant sources that have focused on publishing
research articles on the Knowledge management is portrayed in Figure 1. The result

Figure 1. Most relevant sources.

Source: Bibliometric Analysis (Biblioshiny).
 ECONOMIC RESEARCH-EKONOMSKA ISTRAŽIVANJA 7049

is based on the Scopus data Scopus retrieved in the year 2020 and beyond. It is men-
tioned that IEEE Access is the topmost relevant source. Other relevant sources
include Lecture Notes in Computer Science (Including Subseries Lecture Notes in
Artificial Intelligence and that of Bioinformatics), Applied Sciences, Pervasive health:
Pervasive computing technologies, Sustainability, Workshop proceedings,
International Journal of Information Management. Aside from mentioned sources,
other dedicated journals depicted by the present study analysis include Information
processing and Management, ACM computing surveys, and so on.
Among these top 20 relevant sources, further investigation shows that Automation
in Construction is the most locally cited source. Next, the most locally cited source is
Information Integration which has been highly ranked for global citations with
N ¼ 71. Foundation trends for machine learning has the highest normalized global
citation of 11.08 whereas Automation in Construction and Information Integration
has the highest normalized local citation of 42.38.

3.4. Three field plot

A clear visualized and precise representation of prolific scholars along with their
countries and the areas of interests depicted with keywords in the field of knowledge
management and artificial intelligence is shown in Figure 2. A three-field plot of art-
icle contributions by countries, authors, and themes within the field of knowledge
management is portrayed.
The left column is a representation of countries, the middlemost column show-
cases the names of the researchers in contributing, and the right column is a repre-
sentation of the most used keywords by these authors. The number of occurrences of
the keywords forms is referred to as ‘themes. The height of the boxes along with the

Figure 2. Three field plot.

Source: Bibliometric Analysis (Biblioshiny).
7050 R. Y. PAI ET AL.

thickness of the connecting lines intensifies the relationship and the connectivity on
the side of countries. China has the highest authors’ affiliations followed by United
States. In the same order, Australia has the next higher volume of authors, followed
by India and the United Kingdom. It is observed that the thickness of the line leading
from the countries to authors, the giant contributors are Wang J, Zhang Y, and Liu Y
from China. Similarly, Wang Y Wang Q and Chen J are prolific authors who have
contributed to the field of knowledge management, artificial intelligence, and machine
learning from the United States. Besides, the knowledge management field received
interest and publications Wang Z. and Wang H. as leading authors.

3.5. Thematic map

The thematic analysis takes clusters of authors’ keywords and their interconnections
to obtain themes. These themes are characterized by properties (density and cen-
trality). The density is represented in the vertical axis, while centrality takes the
horizontal axis. These properties measure the relevancy of the topics and differen-
tiate them as important and not important. The higher the number of relations a
node has with others in the thematic network, the higher the centrality and
importance, and it lies within the essential position in the network. Similarly,
cohesiveness among a node, which represents the density of a research field delin-
eates its capability to develop and sustain itself. In Figure 3, the thematic map of
knowledge management and artificial intelligence is depicted that divides itself
into four quadrants (Q1 to Q4). The upper right quadrant (Q1) depicts the driving
themes, the lower right quadrant (Q4) portrays underlying themes, the upper left
quadrant (Q2) is the much-specialized themes, and the lower left quadrant (Q3) is
emerging themes.
Themes such as artificial intelligence and machine learning seen in Q4 are the
basics and are very important for the field’s development. Themes in Q2 have devel-
oped internal bonds but are still of marginal contribution to the development of the

Figure 3. Thematic map.

Source: Bibliometric Analysis (Biblioshiny).
 ECONOMIC RESEARCH-EKONOMSKA ISTRAŽIVANJA 7051

field of knowledge management. This finding suggests that themes in Q2 such as the
most potential which encompasses dataset repository, knowledge management, and know-
ledge sharing. The lower left quadrant (Q3) takes up social media and social networks.
The clusters of ‘knowledge management’ and ‘Artificial intelligence’ has a Callon
centrality of 1.260639694 and 2.354461498 and a Callon density of 48.74587302 and
64.01647427 with rank centrality and density of 3 and 6, respectively.

3.6. Word cloud and co-occurrence network

The study also investigated the keywords co-occurrence network (KCN) to gain fur-
ther insights into the trends of knowledge management. This analysis presents the
link between keywords, which contributes to the field’s knowledge structure.
The results showcase that apart from identifying the frequent keywords in the
word cloud a co-occurrence network helps to reveal the connections between them.
Analysis of keywords incorporated by authors in publications is an essential tool for
investigating trending topics and scholars’ focus in the field. Word cloud analysis
enables to identification of the topic and focus of that publication quickly with the
help of the most frequent keywords used (Figure 4).
A few keywords have a greater impact on the co-occurrence network. A close
examination of these keywords from its colour code suggests that a bigger keyword
represented by their width is cohesively connected to other smaller keywords. For
instance, artificial intelligence is connected to information management and

Figure 4. Word cloud.

Source: Bibliometric Analysis (Biblioshiny).
7052 R. Y. PAI ET AL.

Figure 5. Co-occurrence network.

Source: Bibliometric Analysis (Biblioshiny).

knowledge management followed by knowledge sharing that belongs to other clusters.

The cluster indicated in green and in red is the most relevant one to get a clear over-
view of the present keywords in the study. The construction of a co-occurrence net-
work in Figure 5, permits us to scout and explore the conceptual structure of the
scrutinized research domain.

3.7. Conceptual structure

The conceptual structure map visualizes the substantial structure of the words that
appeared often in journals and papers on the topic of knowledge management by
mapping to connection of the words to each other through regional mapping.
Words are placed according to Dim1 20.68% and Dim2 being 18.01% Dim being
diminutive particle. It is a scientific term in the science of bibliometrics, which
creates a relation word that do not differ much from each other. The map shown
below is divided into two parts, the blue area, and the red area, and contains
words related to one another. As shown below, the red area consisted of a bigger
variety and number of words, which showed the relation between that many
research papers based on the words used. The words used most often were mainly
about artificial intelligence. The words placed close to each other are closely
related to each other and are mentioned in the papers together whereby the words
away from each other are less related to each other. The closeness and the near-
ness of the words reflect the mapping and the relation towards each other fre-
quently used by the researchers in their study (Figure 6).
 ECONOMIC RESEARCH-EKONOMSKA ISTRAŽIVANJA 7053

Figure 6. Conceptual structure map.

Source: Bibliometric Analysis (Biblioshiny).

3.8. Country collaboration network

The country collaboration network has been segmented into 3 clusters showing how
closely they are related to each other. These clusters show the betweenness and the
closeness amidst each other. In cluster 1, United Kingdom has the highest between-
ness and in Cluster 2, USA followed by China has the highest betweenness. Cluster 3
showcases the highest betweenness with Malaysia. Hence these countries have greater
betweenness in the collaboration (Figure 7).
However, it is not advisable to solely rely on these results, but a mechanistic pro-
cess of investigation alongside would have high yielding outcome benefits. Therefore,
the abovementioned findings and results are for preliminary consideration that is to
be developed further by righteousness and rectitude of an in-depth investigation of
the research papers from the dataset where the results are shown and justified
through the systematic literature evidence.

4. Results
Learning from errors across different companies and industries can minimize similar
errors in an organization. Reading a shared error report across industries is a time-
consuming process which hinders the learning process. Perhaps, a better knowledge
management technique could be to automate the entire process of error report man-
agement using artificial intelligence with minimum human intervention. The paper
also demonstrated an approach to classifying text reported as per older error reports
by human experts and cases were discussed on how data across different industries
can be coded into machines with the help of artificial intelligence and serve as an
efficient cross-discipline knowledge transfer.
7054 R. Y. PAI ET AL.

Figure 7. Country collaboration network.

Source: Bibliometric Analysis (Biblioshiny).

Knowledge sharing can help to minimize bias in the recruitment process based on
artificial intelligence (Soleimani et al, 2022). A collective approach to knowledge man-
agement using big data analytics is useful for decision-making processes in unpredict-
able environments. The validity of managerial approaches and old business models is
being questioned by the ever-changing fluidity of social and business configurations.
Hence, an approach that integrates big data and artificial intelligence will help make
better business decisions. There has been an exponential increase in knowledge growth
with the increase in content-based platforms such as blogs and media. Traditional
knowledge management methods involve knowledge sharing within an organization but
with the advent of content-based platforms, organizations can trace the employee foot-
print across the internet with the help of artificial intelligence-based knowledge mapping
systems (Al Hakim et al., 2020). A study on organizations’ coordination between human
learning and machine learning to learn effectively as a whole, i.e., organizational learn-
ing found that organizational learning in the presence of machine learning can aid
effectively in reallocating scarce resources (Sturm et al., 2021).
Artificial intelligence-based IT support systems are no longer an option for organi-
zations’ operations but an imperative for innovation, efficiency, and effectiveness
goals. A consistent automation framework for the needed infrastructure, data, IT
assets, and life cycle management is highly related to sustainability, security, compati-
bility, compliance, and legal regulations. The biggest challenge remains the continu-
ous progress in both infrastructure and software advancements (Stanciu et al., 2021).
The paper addresses the challenges of modern businesses’ digitalization, states, and
demonstrates the solution through flexible, consumption-based information technol-
ogy services in a knowledge-based sharing platform.
 ECONOMIC RESEARCH-EKONOMSKA ISTRAŽIVANJA 7055

Figure 8. The knowledge cycle value chain.

Source: self-developed by authors.

Internet of Vehicles is a highly collaborative data environment. To enhance the

security and privacy of knowledge sharing among the vehicles, Hierarchical block-
chain framework and hierarchical federated learning algorithm are used for know-
ledge sharing of vehicles’ environmental data through machine learning methods.
Knowledge sharing is then modelled as a trading market process to stimulate sharing
behaviours and the trading process is formulated as a multi-leader and multi-player
market (Chai et al., 2020). Knowledge management is a necessity in all fields of sci-
ence including architecture. An increase in software usage with various functions to
solve architectural problems shows the increase in data volume and the complex
nature of design processes for architectural problems (Safarnezhad et al., 2021). The
result of this research presented a simulated model of knowledge management in
architecture and modelling of the process of building an automated design intelli-
gence. According to the obtained results, the introduction of artificial intelligence to
design the facade of buildings can provide the process of data management, informa-
tion, and knowledge in architecture to achieve the multifactorial design.
An approach that can integrate human and machine interaction using a framework
developed by Mohapatra (2021) to make the interaction a sustainable implementation.
In the study, Explicit knowledge management, both symbolic and geometric, proved
to be instrumental to richer and more natural human-robot interactions by pushing
for pervasive, human-level semantics within the robot’s deliberative system.
Knowledge employees have useful experience which if shared properly can increase
the operational efficiency of an organization but since they have time pressures and
deadlines, artificial intelligence systems can act as an assistant to do the knowledge
sharing. Artificial Intelligence-based systems (AIS) possess the capacity to aid human
workers in knowledge-intensive work. Providing a domain-specific language, contextual
and situational awareness as well as their process embedding can be specified, which
enables the management of human and AIS to ease knowledge transfer in a way that
processing time, cost and quality are improved significantly (Grum et al., 2021).

The knowledge cycle

Transformation of raw data into awareness involves much more than simply looking
for a few phrases or words. Alternatively, the procedure may be divided right into a
four-stage cycle (as indicated in Figure 8).

 Find: Sources and records in a timely manner, providing the requisite raw mater-
ial. This may additionally encompass general queries consisting of a full-text
search for large collections of documents or a search into structured catalogues
and directories that lead to organization of sources and document files into prede-
termined beneficial categories.
7056 R. Y. PAI ET AL.

Figure 9. Continuous improvement in the knowledge cycle.

Source: self-developed by authors.

 Filter: Information availed from various sources as well as documents to retrieve

only what is more appropriate to the knowledge task. This can involve making use
of greater rigorous pertinence tests to whole documents, grading them, categoriz-
ing them, etc. This can encompass the use of natural-language processing strat-
egies for the extraction of details for textual documents (Hobbs, 1993).
 Format: Filtered data for an effective communication. This may include gathering
information from across various documents, ‘data-cleansing’ as well as standard-
ization of information from various sources, and the appropriate presentation of
outcomes through textual content formatting, summarization, graphics, charts,
spreadsheets, multimedia, etc. (Larkin & Simon, 1987).
 Forward: The outcomes are coded to the individual or group of individuals who
can utilize it at its best. This involves deciding on who deserves to receive and
deliver the information via a variety of media – email summaries, personal data-
bases, attachments, faxes, phone numbers, pagers, etc. (Krulwich et al., 1996).

While an organization earns experience in the transformation of information into

knowledge, it can province more impactfully and efficiently as futuristic prospects for
knowledge erupt. Since the collection of sources of information and requirements for
knowledge is complex and constantly evolving, it is difficult to predict all the process-
ing that will be needed by a given organization. A fifth stage; feedback, may addition-
ally offer the possibility to alter the primary four stages, to new circumstances.
Feedback assesses the success of the preceding phases of performance metrics consist-
ing of the ones defined above.
The 5 processes work collectively on the corporate memory, as visible in Figure 9.
To effectively manage and organize knowledge, businesses need to recognize their
knowledge-based activities of the highest value, and that they need to recognize and
resolve the principal bottlenecks in the information process (knowledge cycle) for
those tasks. Some of these bottlenecks may be bureaucratic or organizational; and
restructuring, retraining, company policy, etc., will fix them.
Admittedly, the comprehensive task analysis and support needed for automation
of the information chain can be strenuous and is only worthwhile to pursue very
high-value applications. Nevertheless, corporations investing in effective knowledge
management AI technologies – sorting, extraction of information, intelligent search,
 ECONOMIC RESEARCH-EKONOMSKA ISTRAŽIVANJA 7057

end-user profiling & content or document forwarding, and so on – can earn substan-
tial returns, for wisely selected applications.

Technology and knowledge-based organisations: AI and its link to KM

Technology holds a fundamental position, in the domain of acquiring and construct-
ing of knowledge, and is evident to be the potential contributor and facilitator to
knowledge accretion and management procedures (Champy & Hammer 2001;
Davenport & Beers, 1995; Kock et al., 1996; Davenport, 1997) Thus, while the preva-
lence of human capital as the inventor and creator of information is substantially
defined in the principle of KM (Harrigan & Dalmia, 1991; John, 1998; Swan &
Scarbrough, 2019), the function and interaction of technology must also necessarily
be considered.
Recent hardware supported with deep learning developments has paved way to a
proliferation of deployed AI systems. AI is not limited to the lab anymore but has
now become an omnipresent part of the modern world (Bennett & Lanning, 2007;
Berk, 2012). We depend on AI systems to help us make decisions as easy as which
movie to watch next or which restaurant to pick for dinner as well as more compli-
cated and decisions with high stakes such as who is more deserving of a loan be it a
big or small amount. We regularly engage with social media bots, share the roads
with autonomous vehicles, and today, algorithmic trading dominates the financial
markets (Bonnefon et al., 2016; Ferrara et al.,2016).
An artificial neural network is a kind of artificial intelligence that attempts, through
its architecture, to simulate the biological structure of the human mind and nervous
system (R. Gupta et al., 2006). These artificial indicators may be altered in similarity
to the physical modifications that arise in neural synapses (Pradhan et al., 2010).
Some neural network applications include speech synthesis, medicine, diagnostic
issues, business and finance, processing signals, robotic control, controlling mitigation
processes, computer vision, and biomedical applications (Takagi, 1997; Chua & Yang,
1988; Fu, 1998).
Neural networks provide advantages that are absent from computer applications
such as the conventional KBES, in that they can function with data which is incom-
plete to generalize, abstract, probably by demonstrating perceivable intuitiveness
(Wasserman, 1989l; Sharda, 1994; Kasabov, 1996). The core objective of the system is
to generate results, e.g., decisions that are deemed to be good or to be better than the
equivalent, an expert person would have made while coming across the similar collec-
tion of input data. This is accomplished by recurring learning cycles that have input
sets and related established outputs are applied to the system. The intensity or
weightings connected with links between nodes are then gradually modified through
optimization routines implanted in the system, which gradually diminish the error
arising between the ‘ideal response’ and the neural network response presently gener-
ated. This cycle is then repeated with numerous training data sets until output per-
formance is regarded to be precise and persistently reliable.
Case-Based Reasoning (CBR) is not at its infancy in the field of engineering.
Artificial Intelligence (AI) methodology is used to aid reasoning ability and learn
advanced decision-making systems (Aamodt & Nygård, 1995 The drawbacks with
7058 R. Y. PAI ET AL.

such systems inclusive of the excessive administrative burden that could give birth
and the dependence on human infrastructure (as with alternative forms of AI).
One of the highly interesting and fascinating trends in technology this year is the
utilization of AI in concurrence with KM. One type of KM, for example, information
is offered to consumers who carry unique concerns about an organization in which
they are running a business. Over and again, this included an online knowledge
source, a collection of web pages detailing their products and services, or even a
Frequently Asked Questions (FAQ) page, and if such documents fail to include a
response, consumers were provided with an email address that could be used to query
a customer support representative from the organization. A level of commitment is
required along with persistence on the side of the customer, as well as a lengthy back
and forth communication process (Liebowitz & Wilcox, 1997).
A common goal is considered by the professionals in knowledge which focuses on
disseminating knowledge towards an organization’s employee or more who is actively
gaining information and data. (Nethravathi et al., 2020) A general approach to
exchange this sort of data is through resources like an internal intranet, Sharepoint or
wiki and contextual warnings and messages with the help of collaboration software
applications like Slack or Microsoft Teams. Knowledge management has started to
evolve into a collaboration of which is a process where group interactions are struc-
tured to facilitate knowledge sharing and problem-solving.

5. Discussion
Important elements needed to implement such a knowledge management process:
1) Strategy Through Senior Leadership and Active Involvement: One of the most
relevant elements of the progress of KM is the implementation of an all-encompass-
ing enterprise-wide KM strategy for the organization, assisted by senior, morally, and
financially responsible leadership. This strategy of KM can implement different forms.
One strategy could include focusing initially on a specific core proficiency of the
organization (that can have a ‘graying’ staff basis), to harness expertise internally in
the best possible way within the organization, i.e., employee base as well as externally
to clients.
It is suggested that KM Project Offices within the organization, could be utilized
as a strategy. KM projects of four different types and related activities have been
identified: knowledge repository, transfer of knowledge, knowledge asset management,
and the development of infrastructure.
Another tactic is to provide employees across the company with the framework,
the knowledge repository ontology, and knowledge management resources to allow
their departments or groups to originate their own knowledge repositories. The
World Bank uses this approach, investing approximately $50–60 million for less
developed countries, in 76 knowledge sectors to create infrastructure and knowledge-
based support desks.
2) Knowledge Management Infrastructure and The Need for A ‘Cko’ Or Equivalent:
The second important element in know-how control is a necessity for a CKO (Chief
Knowledge Officer) or equivalent (Head of KM, Intellectual Capital Director, etc.)
 ECONOMIC RESEARCH-EKONOMSKA ISTRAŽIVANJA 7059

and an organizational know-how management infrastructure. Forty-one of the

Fortune 500 companies have a Chief Knowledge Officer or an equivalent, in conjunc-
tion with the Arthur D. Little research report. It is evident within the Big Five and
major consultancy corporations. The CKO must be the father of facts, know-how,
and gaining knowledge. This is especially useful if the CKO has capabilities in reen-
gineering business, knowledge & change management, and innovative IT.
3) Need for Information Ontologies and Knowledge Repositories: Ontologies;
enclosed in the context of knowledge management, are discourse specifications in the
state of a vocabulary that is shared. They furnish the structural framework, vocabu-
lary, along with the relationships required to build and enhance the repositories of
information. Such knowledge ontologies need to be developed by organizations to
ensure the standardization and integrity of repository creation & development and to
encourage the preservation and controlled growth of these repositories.
In order to build these repositories of knowledge, the methods may take several
forms that may be a mixture of active/passive knowledge compilation and distribu-
tion versus active/passive knowledge interpretation and circulation or dissemination.
The passive compilation and passive analysis/dissemination are in the form of utiliz-
ing a knowledge repository as a record or archive that is accessed as necessary—i.e.,
individual workers input their learned lessons, and these lessons acquired are not sys-
tematically analyzed or disseminated (i.e., no active study or lesson distribution takes
place). Another approach is active compilation but passive review/distribution in
which the organization actively tries to build and develop a knowledge repository.
The last method, known as the information pump, is the active collection and active
evaluation/dissemination.
4) Systems and Tools for Knowledge Management: Knowledge repositories defined
in the preceding segment are a part of these knowledge management structures.
Issues in the user interface design need to be closely looked into. MATA- D is a
Multi-attribute Technological Accidents Dataset that uses a classification focussed on
the relationship between human errors and the influencing factors such as cognitive
functions, organizational and technological factors (Morais et al., 2022). Some of
those knowledge management systems use methods such as Lotus Notes, Infofinder
(by Arthur Andersen – a smart agent which gains an understanding about the infor-
mation needs of a user in a document repository), GrapeVine, Autonomy, Topic,
Open Text, Magic Solutions, Perspecta, and InXight. Lotus Notes resembles a tool
that is primarily based on groupware. Search tools encompass Infofinder, Autonomy,
Topic, Open Text, and Magic Solutions; and Visualisation tools include InXigh and
Perspecta. Such resources are not the management of knowledge by itself which
should be a key to remember. These methods help develop and improve processes &
tools for knowledge management. Managing knowledge is not just ‘technology.’ It
requires a blend and combination of individuals, culture, and technology to create a
‘framework’ of knowledge management.
5) Encouraging Knowledge Sharing Through Incentives: Incentives are inevitable to
promote the initial deployment of such systems, to ensure that knowledge manage-
ment systems get used within the Organization. Buckman Labs (Memphis,
Tennessee,) initially provided cash incentives for the use of its information
7060 R. Y. PAI ET AL.

management program. Through time, the usage has become part of the ‘intelligence
community’ of the company. As part of their annual work performance analysis,
organizations such as Andersen Consulting (now Accenture in Chicago, Illinois,
USA) and Lotus assess their workers on the quality as well as quantity of knowledge
that they contribute towards various knowledge repositories and how that knowledge
has been applied from those repositories.
6) Building A Culture of Support: In the opinion of, 70-80 percent of the learning is
carried out using ‘informal’ methods versus ‘formal’ approaches (reading books and
documents, etc.). To promote a casual employee to employee activities and encourage
knowledge-sharing, organizations such as Johnson and Johnson, the World Bank
developed ‘knowledge exchanges’ also known as ‘knowledge fairs’. There is a need
that technology of culture and knowledge both, should work together. Ways of assess-
ing and measuring and evaluating the progress of these knowledge management sys-
tems also need to be taken into consideration.
It serves to provide as a mechanism to promote as well as facilitate an organiza-
tion’s Knowledge Management to act as a facilitator of interaction between people
which is predominantly the primary and basic source of creating knowledge.
Accordingly, it is acknowledged that AI can build ways to collect, retrieve and trans-
mit the data in a more effective way, impactfully and rapidly. It can manipulate raw
data and generate higher information, which potentially contributes to new and
effective ways of developing and exploiting knowledge. Alternatively, the development
of hybrid systems consisting of a combination of a rule-based expert system and a
neural network is likely to provide access to embedded information and empower it
to operate in the partial absence of a particular data. These systems are likely to dem-
onstrate their capability to learn over a period and enrich their performance.
In addition to this, the knowledge base can provide examples from documented
experience that illustrate the CBR approach. It could further extend and expand the
capabilities of the system and alleviate the question of bottleneck acquisition in asso-
ciation with classical KBES. It can be especially useful in promoting applications
wherein there is less than a substantive theoretical foundation. Ultimately, the argu-
ment that such innovations are not mutually exclusive and could have a great deal to
offer in suitably combined hybrid forms, is a point worth reinforcing.

5.1. Future implications

The implementation of Knowledge Management (KM) as a business strategy provides
a competitive edge for companies to perform better than their competitors. Upon
successful application, KM carries the potential to increase revenues, decrease
resource exploitation, increase savings and a visible surge in user acceptance (Fakhar
Manesh et al., 2020). KM facilitates the creation of an environment of educating and
learning, both of which as tagged as assets to a company since employees are moti-
vated and often incentivized to continuously educate themselves, upskill themselves
and take up leadership roles. Organizations need to make fundamental changes to
their strategic map to cater better to the needs of the local market to compete better.
KM, when incorporated into the strategic configuration, helps in understanding the
 ECONOMIC RESEARCH-EKONOMSKA ISTRAŽIVANJA 7061

local environment by differentiating upon varying institutions, needs of entities and

identifying consumers’ tastes and preferences. (Kot et al., 2021) The global economies
today are transitioning at a pace faster than imagined. In a dynamic atmosphere, be
it on local grounds or global, organizations need employees who are trained with pre-
cision to identify vital information and knowledge. Therefore, companies can improve
their output through the strategic implementation of KM. (Bencsik, 2021)

5.2. Limitations
Lack of adoption of AI and KM tools in this digitalization world creates a great hin-
drance in the progress of organizations. Few AI tools are implemented that encom-
pass machine, human, and cloud interaction where it is evident that AI is slow on its
approach towards lending support for KM within industries. Furthermore, there can
be better uses for AI in terms of KM which can majorly impact and benefit organiza-
tions and businesses. Therefore, this paper has explored and reported the use of inte-
grating AI and KM concerning personnel and distributed knowledge. It is asserted
that AI-based technology alone does not try to offer a specific solution to KM’s
organizational needs. AI also does not act as a substitute to human intelligence and
has the limited magnitude to embark the tacit knowledge issue.

6. Conclusion
The most difficult business decision is to implement the right KM strategy. The strat-
egy inculcates a robust way of capturing, sharing, and transferring knowledge. Most
of the organizations have implemented some sort of AI systems within projects and
organizations by combining AI systems into Common Data Environments that will
assist the employees in finding documents easier with a unique ID or referenced
words. Being a key part of business best practices KM facilitates and allows future
projects to learn from successes/mistakes and share with others. Managing knowledge
should be a core precept of the philosophy of an enterprise as we prepare ourselves
for the Information Age. The upsurge of KM is real, and it will have enormous
value-added benefits if implemented properly thus creating upliftment of the enter-
prise. As Tom Stewart of Fortune and Karl-Erik Sveiby of Australia suggest, intan-
gible assets and which are not just measurable ones, shall form the new wealth of the
organization. With AI incorporated into the system, it fosters an efficient pathway for
employees to access knowledge and information at a faster pace.
It is however concluded that AI systems can be framed and utilized to assist along
with the KM processes that have been already implemented by businesses. Through
this study, we try to come to throw light on despite AI not been adopted in several
organizations due to strong reasons like heavy investments at the start, hesitation as
they are unaware of its full benefits, and how it could boost KM within the
organization.
KM is not undergoing a revolutionary change in 2020 and albeit that, it is still col-
laborative in an increasingly digitized workspace and is a vital part of growing busi-
ness organizations for its survival in times of crisis. Through learning, to use all
7062 R. Y. PAI ET AL.

available teamwork, communication methodologies, and project management more

effectively, apart from that there is limited utilization of meagre emerging technolo-
gies like AI, knowledge workers and visual display of data is continuing to play a sig-
nificant role in an organization.
Finally, there remains considerable space for future research and development,
most importantly paving way for a novel range of intelligent assistant systems that
entirely embody the various processes and the criteria outlined in the definition of
the extended value-cycle of knowledge. This gives prominence to KM in building a
structure for the technological approach that has historically underpinned an expanse
of AI. Such work is likely to take the form of qualitative research to evaluate the level
and the category of AI that is currently or potentially used in the application of KM,
with the ability of the EKVAC model to capture that use. Such studies may also be
adversely extended to a quantitative level to look at managerial alternatives and esti-
mates of time, price, and profit that is associated along with the concerning levels of
the know-how cost-cycle.
Future research should focus more on the conceptualization being worthwhile for
most of the organizations as a framework for further debate for those who would
want to apply and expand these ideas in broader empirical contexts can be consid-
ered. Also, it could be helpful if a model canvas of implementing AI to benefit KM
within organizations is facilitated for identifying the difference between the business
processes without AI for KM and with AI being used to assist KM and also finding
the relationship between the two. To gain more insight after a literature synthesis and
bibliometric analysis as presented in the current study, it would be beneficial to
explore the implementation of AI in a few organizations as a case study to establish
the results of barriers and benefits on the use of AI to support KM within that organ-
ization. This will allow rich and deeper insights within the field areas.

Disclosure statement
No potential conflict of interest was reported by the authors.

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