Knowledge Management Cases in Asia/Knowledge Management in a Law Enforcement Unit/Conclusions
No system is perfect when it is being built. It is essential to improve the overall efficiency and effectiveness of locating information and leveraging knowledge. As t the Unit aim remains the development of people-based KM initiatives in the form of a knowledge-sharing network. This will involve the linking of people in a community to share knowledge and experience. Consequently, the movement of knowledge across individual and organizational boundaries, into and from repositories and into organizational routines and practices is ultimately dependent on employees’ knowledge-sharing behaviors (Bock et al., 2005).
In the five-phase of knowledge management implementation, it is obvious that information technology can play an important role in successful knowledge management initiatives. However, the computational power itself has little relevance to knowledge work, but the communication and storage capabilities of networked computers make computational power an important enabler of effective knowledge work. For example, electronic networks of practice are computer-mediated discussion forum, which are the PAS and Collaboration Forms focused on problems of practices that enable individuals to exchange advice and ideas with others based on common interest. Electronic networks make it possible to share information quickly, globally and with large numbers of individuals.
Knowledge management is a continuous process instead of a project to run in an organization. There is no completion and deadline on knowledge management. It is hoping that officers can contribute more and discard the concept of knowledge hoarding, so as to help the Unit to become a knowledge-based law enforcement service.