A case study on knowledge management implementation in the banking sector

Abstract

Purpose

Knowledge management literature predominant comes from a western perspective. The purpose of this paper is to report on an empirical study to find out if the organisations acting in less business environment such as Libyan organisations (banking in particular) will be able to implement a knowledge management system (KMS) and how they can benefit from it.

Design/methodology/approach

The study is built mainly around “what” question related to information processes within organisations within a social context. This study uses a case study approach using an interpretive perspective (a qualitative method) to map and describe relationships. This approach enables a greater degree of granularity to be captured.

Findings

The benefit of KMS is an essential step in defining critical areas in implementing a KMS and determining strategy in this research. The results show that KMS could be of most significance for enhancing the organisations' performance and led them to better position in today's competitive environment. These benefits are fundamental issues related to different encouragements in KMS implementation such as better decision‐making, improving the customer relationship and management, create new value through new services (innovations), and creating additional businesses.

Originality/value

The banking and financial sectors are fundamental drivers of innovation. In this context, their contribution to KM concept and applications are of specific value, especially concerning the leverage of intellectual capital. Knowledge intensive organisations like these are increasingly implementing KMS to drive forward their strategies and improve performance. This paper therefore, focuses specially on presenting a framework tailored to meet the banking and financial sector's needs.

Citation

Belaid Kridan, A. and Steven Goulding, J. (2006), "A case study on knowledge management implementation in the banking sector", VINE, Vol. 36 No. 2, pp. 211-222. https://doi.org/10.1108/03055720610683013