,INS3705 ASSIGNMENT 2 SEMESTER 2 2026 ANSWERS
DUE DATE: 2026
QUESTION 1
1.1
The scenario reveals four major weaknesses in the organisation’s Knowledge Management
(KM) practices. Although the organisation has invested heavily in artificial intelligence (AI)
and data-driven technologies, these technologies have not been supported by effective
processes for creating, sharing, storing and applying organisational knowledge. Knowledge
Management involves more than simply collecting information or implementing
sophisticated technologies; it requires organisations to create, transfer, retain and apply
knowledge effectively (Alavi and Leidner, 2001).
1. Dependence on individual expertise and failure to capture tacit knowledge
The first weakness is the organisation’s strong dependence on a small group of specialists.
The scenario indicates that only a limited number of employees understand how knowledge
is created, interpreted and applied, while important know-how remains embedded within
individuals. The Knowledge Management process most affected is knowledge creation and
knowledge capture, particularly the conversion of tacit knowledge into explicit knowledge.
Nonaka (1994) distinguishes between tacit knowledge and explicit knowledge. Tacit
knowledge is based on personal experience, skills, intuition and judgement, while explicit
knowledge can be expressed, documented and shared. Organisations become more capable
when they are able to convert individual and tacit knowledge into knowledge that can be
accessed and used by others. In this organisation, however, specialist knowledge remains
largely within the minds of experienced employees. Consequently, the organisation possesses
valuable knowledge without adequately transforming it into an organisational resource.
, This weakness can also be explained through the organisational learning framework of
Crossan, Lane and White (1999), which describes how learning moves from individual
intuition and interpretation towards group integration and organisational institutionalisation.
In the scenario, learning appears to remain concentrated at the individual level rather than
becoming embedded in organisational systems and practices. When a specialist is absent or
leaves, colleagues therefore struggle to reproduce the same level of performance.
The problem is particularly serious because tacit knowledge often includes practical
judgement that cannot easily be obtained from an AI system or written procedure. For
example, an experienced employee may understand why a particular recommendation should
not be followed in an unusual situation because of previous experience. If this knowledge is
not captured and shared, the organisation loses an important source of organisational
intelligence whenever that employee is unavailable.
2. Limited knowledge sharing between departments
The second weakness is the limited sharing of knowledge across departments. The most
affected KM process is knowledge sharing and knowledge transfer.
Knowledge becomes organisationally valuable when it can move between people, teams and
departments. Alavi and Leidner (2001) identify knowledge transfer and application as
important components of KM because organisations need mechanisms that allow employees
to access and use knowledge created elsewhere. In the scenario, departments appear to
operate with insufficient knowledge exchange, meaning that valuable expertise remains
isolated.
Argote and Ingram (2000) argue that knowledge transfer provides an important basis for
organisational competitive advantage because organisations can improve their performance
by transferring knowledge from one part of the organisation to another. The organisation in
the scenario is failing to realise this benefit. A solution or lesson developed by one
department may remain within that department instead of being used elsewhere.
DUE DATE: 2026
QUESTION 1
1.1
The scenario reveals four major weaknesses in the organisation’s Knowledge Management
(KM) practices. Although the organisation has invested heavily in artificial intelligence (AI)
and data-driven technologies, these technologies have not been supported by effective
processes for creating, sharing, storing and applying organisational knowledge. Knowledge
Management involves more than simply collecting information or implementing
sophisticated technologies; it requires organisations to create, transfer, retain and apply
knowledge effectively (Alavi and Leidner, 2001).
1. Dependence on individual expertise and failure to capture tacit knowledge
The first weakness is the organisation’s strong dependence on a small group of specialists.
The scenario indicates that only a limited number of employees understand how knowledge
is created, interpreted and applied, while important know-how remains embedded within
individuals. The Knowledge Management process most affected is knowledge creation and
knowledge capture, particularly the conversion of tacit knowledge into explicit knowledge.
Nonaka (1994) distinguishes between tacit knowledge and explicit knowledge. Tacit
knowledge is based on personal experience, skills, intuition and judgement, while explicit
knowledge can be expressed, documented and shared. Organisations become more capable
when they are able to convert individual and tacit knowledge into knowledge that can be
accessed and used by others. In this organisation, however, specialist knowledge remains
largely within the minds of experienced employees. Consequently, the organisation possesses
valuable knowledge without adequately transforming it into an organisational resource.
, This weakness can also be explained through the organisational learning framework of
Crossan, Lane and White (1999), which describes how learning moves from individual
intuition and interpretation towards group integration and organisational institutionalisation.
In the scenario, learning appears to remain concentrated at the individual level rather than
becoming embedded in organisational systems and practices. When a specialist is absent or
leaves, colleagues therefore struggle to reproduce the same level of performance.
The problem is particularly serious because tacit knowledge often includes practical
judgement that cannot easily be obtained from an AI system or written procedure. For
example, an experienced employee may understand why a particular recommendation should
not be followed in an unusual situation because of previous experience. If this knowledge is
not captured and shared, the organisation loses an important source of organisational
intelligence whenever that employee is unavailable.
2. Limited knowledge sharing between departments
The second weakness is the limited sharing of knowledge across departments. The most
affected KM process is knowledge sharing and knowledge transfer.
Knowledge becomes organisationally valuable when it can move between people, teams and
departments. Alavi and Leidner (2001) identify knowledge transfer and application as
important components of KM because organisations need mechanisms that allow employees
to access and use knowledge created elsewhere. In the scenario, departments appear to
operate with insufficient knowledge exchange, meaning that valuable expertise remains
isolated.
Argote and Ingram (2000) argue that knowledge transfer provides an important basis for
organisational competitive advantage because organisations can improve their performance
by transferring knowledge from one part of the organisation to another. The organisation in
the scenario is failing to realise this benefit. A solution or lesson developed by one
department may remain within that department instead of being used elsewhere.
