Knowledge Management And Knowledge Management Systems

Published Date: 02 Nov 2017

Knowledge management (KM) usually involves practices and strategies used in identifying, creating, coordinating, combining, presenting, retrieving and distributing knowledge. Knowledge can be reused and shared among people to enhance processes and decrease the time and cost of solving recurring problem. Knowledge Management System (KMS) refer to any kind of I.T. system that stores and retrieves knowledge, improve collaboration, locates knowledge sources, mines repositories for hidden knowledge, captures and uses knowledge, or in some other way enhances the KM process. This paper presents a summary review on KM and KMSs that have been published and made available by other researchers and organizations over the years.

Knowledge is a deep understanding about something which consists of facts, information, descriptions or skills obtain through experience or education. Normally, knowledge management (KM) includes methods and approaches in order to identify, create, coordinate, combine, present, retrieve, and distribute knowledge. (Nonaka, 1991) established the whole discipline of KM. According to Nonaka, there are two types of knowledge: tacit knowledge and explicit knowledge. Tacit knowledge is personal knowledge embedded in individual experience such as personal beliefs, perspective, and the value system which is hard to capture or even share. Meanwhile, for explicit knowledge, it is the knowledge that clearly defined, codified and stored in certain media. It is not difficult to distribute the explicit knowledge to others. To cope the changes in market, a successful company should keep on generating the new knowledge and distribute it to all over the company so that it can be applied in the new technologies and products. Therefore, the principle of Nonaka philosophy is to find a solution to ensure the constant flow of knowledge between tacit and explicit, which he believed by finding a solution for doing so will certainly yield new innovative solution.

Malhotra’s Books on Knowledge Management

Currently, the KM initiative is widely practiced within the organization and externally among the stakeholder and customers. According to book written by (Malhotra, 2000), the integration between researches and best practices are described and improvised by the author in which leading work wide experts, researchers and partitions around its time to share with others the effective design of new organization forms. Since the new organization form is Internet-enabled, it involves the integration with information technology, for example virtual organization and the business networks. Besides, Malhotra’s Book reviewed how to improve the knowledge sharing to be applied to new organization forms. Malhotra first book (Malhotra, Knowledge Management and Virtual Organization) explained that knowledge transmission involved the process when a unit such as group, department, or division is influenced by something that encountered by the other unit. There are three basic elements that the knowledge is embedded to which are members, tools, and tasks and the combination of these elements will form several sub-networks. Inside the organization, member is referring to human component, tools involving hardware and software is the technological component, whereas tasks demonstrated the goals, intentions, and purposes of the organization.

To evaluate knowledge transmission, the changes in knowledge and the performance are measured. However, the challenges which may occur are the knowledge in organization has multiple repositories or the tacit knowledge that might be captured is difficult to define. One research discovered that the knowledge embedded in the task-tool network of a plant has successfully undergoes the rapid transmission to new members. Besides, transmission of knowledge by moving the other knowledge reservoir is more easily compared to move by member-member, member-task, member-tools or member-task-tool network. Furthermore, to transmit the knowledge within organization, moving the sub network that includes people is more effective method.

Malhotra has summarized that to ensure the knowledge transmission is successful; the knowledge in the sub network should be compatible to the new context. People have the ability to get used with tools and technology to the new context. Therefore, the changes of technology will be more effective when it is followed by people. Apart from that, people play an important role to the effectiveness of technology transmission. Therefore, Malhotra also summarized that social network is useful since it can connect the organization to new sources of knowledge and help to understand the new knowledge. An organization where the members are strongly collaborate in their work groups may have more difficulty transferring knowledge to the groups that an organization where members are mainly with superordinate organization. Other than that, getting compatibility of the basic elements of people, tools or tasks is easier than getting the compatibility between sub networks moved from one site to another.

The other book written by Malhotra (Malhotra, Knowledge Management and Business Model Innovation, 2011) emphasis on business model innovation that are the main factor to unleash value creation for new e-business world. The book suggested practical advises to business manager so that they can successfully deploy knowledge management system in e-business.

Knowledge as a Competitive Advantage

Knowledge can be a resource to compete with other competitors, (Carneiro, 2001). Carneiro’s paper aims to improve understanding of the process through which knowledge acquisition, technical tools and organization actors can contribute to an organization development in developing knowledge as a systemic competitive weapon. Carneiro also studied the interdependence between human and technology as they are the important resources in KM process. The KM efficiency is contributed by the combination of intelligent system and the intelligent agents. Thus technical tools for specification of intelligent systems resources and the area of intelligent agents for performance’s evaluation can represent the conceptual model of KM efficiency. Meanwhile, Alberto proposed that knowledge is an asset to any organization and the integration of knowledge throughout the organization should be highlighted. Through the lesson learnt of KMS, it would help to reduce the dependence on the domain expert or previous projects. Besides, it can save time and cost to solve the problem as well as avoiding people to repeat the same problems in future.

Knowledge Management Activities

Meanwhile, KM can be implemented in architecture, engineering, and construction field, (J.M. Kamara, 2002). By referring to the finding of KM deployment in previous research project, the author concluded that mechanistic and organic methods should be combined to support the integration of technological and organizational issue for KM effectiveness.

The sources of knowledge in architecture, engineering and construction industry are obtained from tacit knowledge and experience. However in KM, the common way to capture and distribute explicit knowledge is by using computer-based approach. Besides, according to (Jeong-Han Woo, 2004), computer-based approach can effectively collect and store the explicit knowledge in database but the performance is poor when exchange and retrieve knowledge. As a result, it is hard for professional to reuse the core expert’s knowledge for highly intensive activities. Based on their paper, the theoretical foundation has been set to clarify the contribution of expert’s tacit knowledge. They also mentioned about the prototype software which is Dynamic Knowledge Map. This prototype is a Web-based technology navigator to find the experts and promote the interaction between them by using internet technology. Also, when knowledge transmission process is accelerating, the performance levels will theoretically increase.

In paper written by (Carneiro P., 2004), it analyses the KM activities of eight leading organization and study the opportunities for construction organizations. Based on his finding, several lesson learnt for UK organization has been identified from knowledge management of Canadian oil and gas organization such as senior management need to join the effort of KM activities, use focal person approach to share the tacit knowledge and IT tools for sharing explicit knowledge, sharing the solutions to project teams to gain the employee support for KM, financial reward give less sustainable effect compared to peer appreciation and lastly to improve the effect, KM measurement should be considered rather than justifying expenditure.

(T.E. EI-Diraby, 2005) believed that the ongoing plethora of rehabilitation in the infrastructure domain requires more planning and integration during design and construction. To achieve that, there is a need for developing and using semantic (ontology-based) mechanisms for the exchange of development knowledge among all project stakeholders. In their paper, they presented distributed ontology architecture for knowledge management in highway construction. The architecture presents highway knowledge on three levels: domain knowledge (an umbrella for infrastructure shared knowledge), application knowledge (representation of highway-specific knowledge), and user knowledge (an enterprise-specific representation of highway knowledge). The proposed architecture models highway concepts using six major root concepts: project, process, product, actor, resources, and technical topics (attributes and constraints. The architecture was validated through input from domain experts.

There is a lot of literature on the benefit of knowledge management (KM) to enhance the business. Normally, the people who in-charged in KM implementation needs to demonstrate the benefits. Besides, in order to get the resource support for KM, they need to convince the senior management and stakeholders which also important to justify the KM strategy as well.

A three-stage approach (the IMPaKT framework) - underpinned by an industry survey and case study findings - is presented for developing a business case for KM. The framework facilitates: (1) an understanding of the strategic context of business problems and their knowledge management implications; (2) the planning and alignment of KM strategy to address business problems or objectives; and (3) an evaluation of the impact of KM on business performance in terms of effectiveness and efficiency. Key findings based on industrial application and further development of the framework are discussed. Evaluation shows that the framework could significantly facilitate the implementation of a KM strategy in construction organizations.

Knowledge Transfer

(B. Jan, 2004) paper studied the possible knowledge transfer through merging and acquisitions among engineering consulting firms and other professional service organizations occur frequently. The authors study on the relative influences of technical and cultural heterogeneity on knowledge transfer in a post-merger situation where offices in two countries are involved. One of their case study happened in year 2001, the UK-based WSP Grou (a company that providing management and consultancy services to the property, land and construction sectors) acquired J&W (a leading engineering consultancy firm) in Sweden. Two technical disciplines, rail and contaminated land, were selected for this survey. Four offices, two in each country, participated with eight consultants in each place. The survey shows that occasional, two-way knowledge exchange taking place 16 months after acquisition. Face-to-face meetings, e-mail and technical business gatherings are perceived as the best transfer mechanisms on knowledge transfer.

(Jasimuddin, 2007) paper explains knowledge transfer constitutes a strategic area of knowledge management research. Knowledge transfer mechanisms can be classified into two, the personalization and codification approaches:

Personalization approach - knowledge is transferred mainly through face-to-face (F-2-F) interaction

Codification approach - knowledge is carefully codified and technology plays a central role in the knowledge transfer.

Status, personal ties, and proximity, are the three key variables that act as a powerful force in exploring an appropriate knowledge transfer mechanism, which based on case evidence, leads to an interesting decision tree of media user for different transfer situations.

Status of the persons concerned is revealed as an issue that dictates in exploring an appropriate media for successful knowledge transfer (e.g. the approach to knowledge transfer depends upon target person of the knowledge. If target person is a senior, most of the people would prefer to follow his/her preference.).

The success of knowledge transfer depends to some extent on the strength of the tie which is detectable in the "intimacy" of the relationship. People hardly used instant messaging if they lacked strong personal ties (e.g. when there is lack of intimacy between the parties engaged in knowledge transfer, they are most likely to employ the technology focused mechanism).

Distance between knowledge providers and knowledge seekers play a dominant role in understanding an appropriate mechanism for effective knowledge transfer. It is generally argued that the longer the distance between the contributor and the user is, the greater the preference is likely to be machine focused mechanism (e.g. email). People are said to having frequent F-2-F interaction while they were in their close distance.

The paper also revealed appropriateness of a mechanism for knowledge transfer that does not depend upon the tacitness of knowledge. The study explains that factors other than the tacitness of knowledge have a predominant role to play while exploring an appropriate knowledge transfer mechanism. As shown in Figure 1, the variables, namely status, personal ties, and distance between the actors, also influence equally in terms of appropriateness of knowledge transfer mechanism.

Figure 1

Knowledge Management System

(Chua, 2004) defined that Knowledge Management (KM) is the collection of processes that govern the creation, dissemination, and utilization of knowledge. Technology has make KM activities more easily but the use of technology in KM had been dividing into two groups, one is consultant which views KM as strategy and another one is technologists which tend to be focus on feature of the system.

Knowledge Management System (KMS) is an architecture that provides a framework for the review of technologies being used in supporting the fundamental KM processes. It bridges the gap between consultants and technologists. Although several KMS architecture had already been recommend like seven-layer KMS architecture which mirrors the OSI Model, KM reference model which help the technologists, KM spectrum and Ovum KM tools architectural model which are comprehensive in scope but obscure references to fundamental KM processes. Alton Chua proposes a three-tiered KMS architecture as show in Figure 2. The three layers are infrastructure services, knowledge services and presentation services.

Figure 2. Chua's three tiered KMS architecture

The infrastructure services is a basic technology platform and features needed to implement KM which consists of storage and communication. The knowledge services comprises of 3 major components which is knowledge creation through exploitation, exploration and experimentation. The presentation services contain 2 features which is personalisonalisation and visualization.

Storage service in tier 1 is knowledge repository contains structure of how knowledge stored in it, example is data warehouse and knowledge server. Communication service in tier 1 includes communication between users, collaboration among users and workflow management.

Knowledge services in tier 2 will promote the process of knowledge creation through exploitation, exploration and codification, encourage the knowledge sharing among organisation member and knowledge reuse. Exploitation means refine existing knowledge into new knowledge to be more efficient and effective. Exploration refers to creation of new knowledge through discovery and experimentation. Codification refers to articulation of tacit knowledge into format such as formulae, manuals or documentation which is comprehensive among others.

Presentation services in tier 3 of the architecture are to present the knowledge in a manner that can reduce information overflow. Personalisation is one of the services which gather user-information and deliver appropriate content to specific need of the user. Normally it make use of components like user profile which is a set of attributes and assigned values, content which is profiled on the basis of a set of attributes and values, and context which is the rules that determine how users and content are map from their attributes and values. Personalisation technologies features such as explicit user configuration allow users to configure the interface then select content delivered to them, implicit user configuration track user activities and automatically configures the interface to serve the unique interests of the user, and finally collaborative filtering which leverage knowledge about the preferences of multiple users to recommend content of interest to other users having similar profile.

Visualisation in presentation services help user understands the information better and knowledge available by making subject-based browsing and navigation easier. Technologies in visualisation include text-based category trees which facilities navigation by using hypertext to link documents and text that share related knowledge, Graphical interfaces which extracts major themes from massive amount of unstructured text from variety of sources and creates an interactive typographic map of the information. Finally there are the two-dimensional, pseudo three dimensional rendered perspectives which allow visualisation of documents in a large taxonomy through a two dimensional or pseudo three dimensional rendered perspectives.

Although the KMS architecture model distinctly illustrates the various services supported by technology, tools and products can aggregate those services, this reflect a need to build a unified KM platforms a one stop solution to eliminate compatibility problems among various applications.

For consultants, the KMS architecture model serves as a reference to narrow the choice of technology tools for organisation. For technologists, the KMS architecture model elucidates the characteristics of major clusters of technologies and show how they are related to the fundamental KM processes. The Architecture helps the two groups closer to a common ground.

Map-based Knowledge Management System

In (Yu-Cheng Lin, 2006) paper, the authors explains knowledge management involves creating, securing, coordinating, combining, retrieving and distributing knowledge. The study addresses application of knowledge management in the construction phase of construction projects, and presents a construction Map-based Knowledge Management (MBKM) concept and system for contractors.

Knowledge Map is a consciously designed communication medium using graphical presentation of text, models, numbers or symbols between makers and users which ensure effective and efficient knowledge finding. Benefits are clear visual presentation which allow user to identify the most critical and easily available knowledge areas of the project.

MBKM comprises of 3 components which is Knowledge Map Unit, Knowledge attribute as well as Knowledge packages. Knowledge Map Unit is a graphical representation of knowledge with nodes, sub-nodes and linkages of node. In this model, a rectangular object representing project or map-unit representation; an ellipsoid object representing captured knowledge and arrow is used to indicating relationships among knowledge between nodes. Knowledge attribute is descriptive representation of knowledge feature and Knowledge packages extract extra files to illustrate Knowledge preparation.

The procedures of Knowledge mapping includes knowledge determination which defining scope of the knowledge map within a project. Knowledge extraction is the process of extracting both tacit and explicit knowledge by interviewing with experts, group meeting discussion and digital process record. Knowledge linking process links map-units between each other based on high similarity; map-unit linked to knowledge based on the relationship between map-unit and knowledge, and knowledge linked to knowledge based on high similarity.

Overall, the system comprise of four distinct layers that is Interface, Access, Application and Database. Interface defines the administrative and end user interfaces. Access performs the system security and restricted access, firewall services and system administration functions. Application accumulating and managing information as well as indexing, full text search, collaborative work and document management functions. Database consists of primary and backup SQL Server 2003 databases. Please refer to Figure 3Error: Reference source not found for the System Architecture.

Figure 3. System Architecture for Map-based Knowledge Management System

(Potosky, 2007) explained that Internet knowledge measure provides initial support for the construct validity of a new measure of internet knowledge with respect to it factor structure, internal consistency reliability, and concurrent validity. It develops hypotheses to explain the relationships between Internet knowledge and other characteristics of Internet users.

The concept of internet knowledge refers to a set of individual characteristics or qualities that develop over time and that generalize from one set of tasks or uses involving the Internet to another. Specifically, Internet knowledge is perhaps best define in term of what people know about Internet as well as the various kinds of things people are able to do using the Internet, Internet knowledge refer to the term and language specific to the Internet, known as declarative knowledge and understand how to perform relevant procedures associated with Internet uses is related to procedural knowledge if the Internet. An internally consistent and valid measure of Internet knowledge would aid in the construction of instructional set for Internet users who vary in term of their prior Internet use.

Construct validity is documented by demonstrating the correspondence between a measure and the domain of characteristics that define the construct under consideration. Concurrent validity can be evaluated in terms of the correlation between scores on one measure and scores on another measure administered at the same time. First, a measure of Internet knowledge should be positively related to individual characteristics such as frequency of the Internet use or time spent using the Internet. Second, the development of Internet knowledge depends at least in part on nature of Internet use such as Email and information search. Third, it seems logical to anticipate that Internet knowledge would be related to individual difference constructs such as Internet self-efficacy beliefs and computer experience. These four hypotheses are proposed to define the Internet knowledge construct and to provide evidence of the concurrent validity of the Internet knowledge measure. Besides, age and gender also are additional hypotheses related to Internet knowledge.

Formally, Internet knowledge has been measured in terms of how often or how long a person uses or has used the Internet. But time and frequency of use is not a substitute for the Internet knowledge construct. However, Internet knowledge familiarity somehow increases over periods of Internet uses, the hypothesis proposes that Internet knowledge is positively associated with frequency of internet use.

Most people use internet for email and information search, they act a starting point for learning more about the Internet and support the development of Internet knowledge. The correlation between use of the internet (for email and for information searching) and internet knowledge will be positive.

Self-rated Internet knowledge includes an individual's self-assessment of their current Internet skill, but also of their capability to apply these skills. A measure of Internet knowledge should not only reflect what an individual knows or does not know or what specific skills they currently possess, but also what Internet users believe they are generally capable of knowing and doing with regards to Internet. Internet efficacy beliefs may predict Internet use. It is hypothesized that Internet efficacy will be positively related to Internet use and Internet knowledge.

Research has suggested that individuals with more Internet experience and/or who spend more hours on-line tend to have more computer experience, although Internet knowledge appeared to be somewhat distinct from computer experience. Computer knowledge and experience should be positively related to Internet knowledge, and it is important to include computer experience in the homological network surrounding the Internet knowledge construct.

Information obtained from the administration of the Internet knowledge measure may increase our understanding of how Internet ability develops or increases over time. Such information is useful when we want to better understanding the level of knowledge that focal groups of consumers, employees, students, and other potential Internet possess and bring to Internet task, and offer the opportunity to determine what knowledge people bring to their Internet use.

(Tuomo Uotila, 2005) paper focuses on future-oriented knowledge within regional innovation networks. Concrete regional tools and institutional settings aiming to enhance knowledge creation and management in such networks are needed. The paper also attempts to reduce the gap between futures research, on the one hand, and regional knowledge and innovation management, on the other hand. It highlights the concept of self-transcending Knowledge the ability to sense the presence of potential. It then introduces a new, systemic model for knowledge creation and management in regional innovation networks. Utilizing methods from futures research in creating self-transcending knowledge in a regional knowledge management system is proposed as a fruitful way of enhancing regional visionary capability. The paper thus advocates combining approaches and methodologies from futures research with those of knowledge management in a novel way. Besides, the paper also provides answers to the some critical questions on the basis of existing research literature, but in a practically oriented manner. The paper asked a few critical questions:

How can we utilize futures research and incorporate future-oriented views into regional knowledge creation and management?

How is it possible to create a trustful atmosphere and social cohesion in regional innovation networks?

How can we build a common knowledge management system for innovation networks?

How and what kind of knowledge should be transmitted in such networks?

The paper then suggested few ways in which actors of innovation networks can develop ‘a common language’ and modes of interpretation as well as trust in order to overcome some of the uncertainties characterizing innovation processes and take into account the importance of future-oriented views. The authors have mention about ‘foresight’ concept that has become popular and fashionable during the last decade. Foresight is an attribute or a competence; it is a process that attempts to broaden the boundaries of perception in four ways:

By assessing the implications of present actions, decisions, etc. (consequent assessment);

By detecting and avoiding problems before they occur (early warning and guidance);

By considering the present implications of possible future events (pro-active strategy formulation);

By envisioning aspects of desired futures (normative scenarios)

The author also discussed the elements that should constitute a successful foresight process. According to this paper, successful foresight consists of three consecutive phases:

Phase one comprises the collection, collation and summarization of available information and results in the production of foresight knowledge.

Phase two comprises the translation and interpretation of this knowledge to produce an understanding of its implications for the future from the specific point of view of a particular organization.

Phase three comprises the assimilation and evaluation of this understanding to produce a commitment to action in a particular organization.

Writer has described a new type of knowledge beside the two common explicit and tacit types. Self-transcending knowledge is tacit knowledge prior to its embodiment —the ability to sense the presence of potential, to see what does not yet exist. It’s usually associated with artists. A revisited model of a learning cycle including self-transcending knowledge visualization and potentialisation as well as knowledge vision is introduced by the authors and has been given the somewhat humoristic but descriptive name called ‘rye bread model’. The knowledge-creating process reforms the knowledge assets and is steered by knowledge vision from the center of the model. Knowledge creation occurs in the defined bas using the SECI learning spiral and knowledge conversions. The model is depicted like this:

(Markus Haaq, 2012) investigates personal knowledge development in online learning environments using the perspective of a model adapted from Nonaka and colleagues’ SECI model. To this end, the SECI model, which was originally designed to describe organizational knowledge creation and conversion, was adapted to conceptualize personal knowledge development in online learning at the individual level. The paper measure only E,C, I and not S, because S is not applicable in online learning environment. So, the objective of the paper is to examine and understand personal knowledge development (PKD) in the context of online learning environments (OLEs). It is suggested that one should distinguish between PKD processes and PKD outcomes. For this context, no measurement instrument yet exists that could measure both the processes and the outcomes, thus, the research proposed such an instrument. The research also examines the relationships between PKD processes and PKD outcomes by proposing a new model called EC-I. To measure each element in SECI model, a survey was piloted with students and academics at the University of Bedfordshire, UK. Both the content and the wording of the questions were checked and the questionnaire was modified accordingly. They founded out, that the strong correlation between Externalization and Combination (t =.533) suggests that Externalization and Combination could be interpreted as the two constituents of one latent factor that shares some characteristics with both Externalization and Combination. It has been argued that the main shared characteristic is that both modes deal with ‘PKD processes’ as opposed to ‘PKD outcomes’ which are represented by Internalization.

Review on ST

ST Synergy is Enterprise Knowledge Management. ST Synergy was established in 1993. ST Synergy is multi award winning,

featuring highly in Microsoft Windows and other industry awards. ST Synergy’s unique offering operates seamlessly across the 4 key areas of today’s business hot spots:

• Customer Relationship Management

• Workflow and Project Management

• Dcument Management

• Business Intelligence

ST Synergy is an object oriented, multi user, 32 bit Windows based application that supports Windows 95/98/2000/Xp and

Windows NT 4.0/20000 operating systems. It is a fully scaleable client-server application that allows the enterprise to select a database backend that is best suited to the clients

particular specifications.

Database integration is provided for:

• Microsoft Access (Suggested Use 1-5 users)

• Microsoft SQL Server (Suggested use 5 to 200 users)

• ORACLE Suggested use 40+ users)

The system offers seamless integration with industry standard applications such as Microsoft Office 2000.

Advanced email integration allows for linking to Outlook 2000/Exchange Server and Novell Groupwise.

The key aspects of the system's modules are as follows:

• Document Management: used to store and retrieve files stored on the corporate server. Each file can be described in detail with the name of the author, last user, logical filing classification, key words, descriptive comments etc. Additionally there is built in support to allow documents to be scanned in to support the "paperless office" concept. Document templates (precedents) and standard form letters are also managed.

• Project/Workflow Schedules: offers workflow management for projects and tasks. Users can define a number of stages for a project, delegate it, and track its progress and workflow.

• Messaging and Communication: this module provides messaging and notification capability. It can also be integrated with other third party messaging systems. ST Synergy also includes a front desk receptionist function for handling client communication.

• Client Control Centre: this module handles the PIM (Personal Information Management) functions of the system however its uses extend beyond dealing with customer information. It has an integrated customer management capability, allowing customer based document, contact, workflow, profiling and messaging information to be available from a single interface. Importantly, ST Synergy allows a broad and flexible definition of a "client". A client can be defined to represent an object/subject on which you want to gather data, example - customer, supplier, project, asset, employee.

• Loyalty Management: the system can be used to manage customer loyalty programmes and track customer behaviour patterns.

• Web Publishing: this module permits the publication of documents on the corporate internet or intranet Web site.

• Reporting: allows users to run pre-existing or user-defined reports.

• Integration with Accounting Packages: ST Synergy integrates with various third-party accounting packages to eliminate data duplication and allows the organisation to effectively synchronise its accounting database within the centralised client database.

• Integration with Line of Business Applications: ST Synergy provides seamless integration with many industry standard software applications, with particular compatibility with the Microsoft Office suite.

• Compatible with any industry: ST Synergy allows organisations to capture information on any aspect of their business operations through user defined variable data.

In term of SECI model, this application meet the purpose with SECI model cycle. This application can become base application to start up SECI model compatible community. The drawback of this application is, it dependencies to Microsoft ecosystem and this application is not web based application, meaning user need to use windows operating system to execute it client program, and cannot be access thru any other non-windows operating system such as mobile phone, unix, internet browser and many more.