Profiles of the organizations selected for ethnographic observation
| Organization | Size (number of employees) | KM history | Digital stack | Primary KM activities |
|---|---|---|---|---|
| Financial institution | Approximately 8,000 | Enterprise-wide KM unit established in 2010 | Core banking system; ERP; LMS; collaboration tools; AI-Driven tools | Capture and retain tacit knowledge; reduce silos and improve knowledge flow; align KM with strategic objectives; integrate legacy systems with modern platforms |
| Government agency | Approximately 236,000 | KM governance was introduced in 2018 | KMS; secure intranet; document management system; chatbots | Enhance accessibility and usability of knowledge; foster a culture of contribution and reuse; implement governance for KM accountability; encourage organization-wide adoption of KM tools |
| Digital services firm | Approximately 270 | Formal and informal KM practices since 2019 | CRM; BI tools; cloud-based KMS; project management tools; APIs | Standardize taxonomy and metadata; improve onboarding and knowledge transfer; ensure continuous updating and validation; Incentivize and recognize knowledge sharing |
| Organization | Size (number of employees) | Digital stack | Primary | |
|---|---|---|---|---|
| Financial institution | Approximately 8,000 | Enterprise-wide | Core banking system; ERP; LMS; collaboration tools; AI-Driven tools | Capture and retain tacit knowledge; reduce silos and improve knowledge flow; align |
| Government agency | Approximately 236,000 | KMS; secure intranet; document management system; chatbots | Enhance accessibility and usability of knowledge; foster a culture of contribution and reuse; implement governance for | |
| Digital services firm | Approximately 270 | Formal and informal | CRM; | Standardize taxonomy and metadata; improve onboarding and knowledge transfer; ensure continuous updating and validation; Incentivize and recognize knowledge sharing |
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