Groupware applications are mainly used for the management of organizational knowledge by offering a means through which the organizational members can communicated and collaborate using an application suite (Marwick & Thomas, 2001). Most of the groupware applications that are deployed by businesses include emailing platforms, file sharing repository, bulletin boards, blogs, forums and other platforms through which the employees of an organization can engage in organizational learning. In addition, the effectiveness of groupware application in aiding the realization of knowledge management goals depends on how the employees make use of the KM groupware (Marwick & Thomas, 2001). For example, a limited number of users are likely to share emails and documents that are containing knowledge concerning problem solving on a large scale. Such constraints must be eliminated for the KM groupware to facilitate the realization of the organizational goals and objectives. This paper discusses the way employees communicate at the Air Asia and the compares the difference between knowledge management and the company’s legacy system with respect to knowledge sharing.
Employee Communications between employees at Air Asia
Air Asia is completely dependent on Information technology systems to facilitate communication between its employees and other stakeholders of the company. In addition, the groupware has helped Air Asia to generate and integrate the core information assets with organizational decision making and knowledge building strategies (Gottschalk, 2005). Currently, Air Asia relies on collaboration, mobile work, business intelligence, business process management, content management and knowledge sharing in order to ensure that there is an effective communication between the employees in the organization. In addition, Air Asia uses the integrated Human Resource Management system that plays an important role employee communication with the top management team in order to enhance the organizational efficiency. Air Asia also uses an integrated performance management system in order to help in enhancing the efficiency of its employees. The e-learning portal of the Air Asia offers educational and training resources to its employees, which in turn helps in the development of human capital for the organization (Marwick & Thomas, 2001).
Comparison of the legacy system at the Air Asia with Knowledge management system with respect to knowledge sharing
The knowledge sharing culture at Air Asia principally involves sharing knowledge with the internal employees and stakeholders and external entities such as the government, its suppliers, customers and financial institutions. This is important in increasing the competitive advantage of the organization. Currently, Air Asia also relies on its intranet and informal communication platforms such as email, memos and bulletin boards to facilitate employee communication and knowledge sharing (Richard & John, 2002). There is various knowledge management deficiencies associated with the current groupware that Air Asia uses owing to the fact that it does not have the capability managing knowledge within the organization. For instance, groupware email are only helpful in knowledge creation, sharing and sometimes reuse. The significant limitation is that groupware emails are only read when they are still new, and old mails are likely to be forgotten. This implies that the current groupware application used at the Air Asia is still having some deficiencies regarding knowledge creation, utilization and sharing (Gottschalk, 2005).
Knowledge management systems are vital in the present economy that is knowledge-based. Knowledge management strategies can be deployed by organizations to facilitate the creation, distribution, representation and the implementation of organizational insights. These kinds of insights usually consist of knowledge that the individuals in an organization can use during the execution of organizational processes. The use of knowledge management in the marketing strategy of the organization is an effective approach to ensuring expansion of the company. This is so because the strategy involves an integration of the organizational culture and business management without impairing the organizational goals and objectives (Borghoff & Pareschi, 1997).
Borghoff, U., & Pareschi, R. (1997). IT for Knowledge Management. Journal of Universal Computer Science , 3 (8), 835-842.
Gottschalk, P. (2005). Strategic Knowlegde Management Technology. Philadelphia: Idea Group Publishing.
Marwick, A., & Thomas, J. (2001). Knowledge Management Technology. IBM Systems Journal , 40 (4), 814-830.
Richard, F. B., & John, M. (2002). Knowledge Management Strategy and. MA: Artech House.

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