Relationship between Knowledge Management and E-Commerce - Research Paper Example

Knowledge Management for E-Commerce: A Study to Establish the Relationship between Knowledge Management and E Commerce Abstract This paper aims to establish the relationship between knowledge management and e-commerce. With the increased development and use of technology, information technology in particular, modes of doing business have shifted from traditional commerce to e-commerce. This paradigm shift has consequently affected business operations and practices, and the field of knowledge management has been no exception. There are various ways of conceptualising the e-commerce system practices and activities. This report comprehensively discusses aspects of e-commerce in respect to knowledge management and demonstrates the importance of knowledge management to the capabilities of an e-commerce system. Thereafter, we present a detailed analysis of the three foremost knowledge management functions (creating, transferring and applying organisational knowledge) and their functions in a whole system. Crucially, the study establishes that the knowledge management is the basis of adaptability in an e-commerce environment. Therefore, as proposed in the study’s hypothesis, there is indeed a relationship between knowledge management and e-commerce systems. Even so, there is a dire need to develop a better and highly accurate understanding of knowledge management as a means of enhancing information strategy in the e-commerce business world. Strategic relevance of knowledge management is necessary to more effective e-commerce strategies, which results in more sustained business performance. Knowledge Management for E-Commerce Introduction In recent years, there have been numerous studies and discussions concerning the importance of knowledge management within organisations. Knowledge management and related strategy concepts have increasingly been promoted by firms as essential and necessary components of organisational long term survival, as well as for enhancing an organisation’s competitive edge in the long run. Thus, it has become indispensable that managers and executives address knowledge management. In addition, knowledge management is considered to be a major requirement for higher organisational flexibility to strategic changes and productivity. Powerful forces are significantly reshaping the business world, calling for a strategic shift in organisation operation processes, as well as in human resources strategies. These principal forces influencing organisational change include new information technology, increased complexities, trends toward globalisation, heightened competition, increasingly dynamic consumer demands, and increasingly dynamic political and economic structures. More specifically, organisations realise that competitive advantages based on technology are ephemeral and that the most sustainable suitable competitive advantage is the use of knowledge management with the latest technology. Employees and executives must embrace effective organisational knowledge management in ever-changing e-commerce and business information technology. The development of new technology has significantly enhanced steep learning curves as organisations struggle to respond faster, adapt more quickly, and proactively shape their respective industries. Today, businesses realise that their major assets and key source of competitive advantage lie in their ability of effectively manage, apply, and use the organisational knowledge. The digital revolution has to a great extent changed the way the companies gather, store and process data regarding consumer behaviour, and also the way pricing, promotion and distribution of products is determined. The propagation of information technologies and systems potentially enables companies to accumulate a large amount of customer information and data. Companies are rewarded when they develop the ability to manage information about customers’ characteristics and buying behaviour. Crucially, the emergence of advanced information technology has not only affected the business practices and operations, but governance of nations. This development has resulted in the emergence of e-government in the public sector (Zhitian & Feipeng 2007, p. 285). Worth noting, just as e-commerce, the term e-government is defined as the employment of internet, as well as the World Wide Web in delivering the government services and information to the citizens. It is increasingly being adopted by the developed and most developing nations across the globe, such as Australia, China, US, and the European countries, among many more. Furthermore, new organisational decision-making environments, brought about by new technologies, call for an expanded view of decision-making systems and knowledge management. It is worth noting that although highly used in e-commerce, computer technology can never substitute or replace humans in situations of complex decision-making (Narasimha, Mohamed & Efraim 2002, p. 164). However, technologies can enable e-commerce business management in making more effective decisions, which has not been the case in the past. Thus, the technology development has continually enhanced the development of highly effective decision-making support system tools. These decision-making support system tools include the disk storage, as well as interactive operating systems, enabled databases, spread-sheets and modelling tools. Other tools includes telecommunication and network-enabled group support systems and the Internet, all of which increasingly foster the development of global connection of e-commerce businesses, thereby creating opportunities as well as challenges in the field of knowledge management (Courtney 2001, p. 36). Methodology and Study Design This study uses an exploratory research study approach on completed research studies, in particular those that examine how e-commerce has affected organisational knowledge management systems. Although the topic under study has not been sufficiently researched, the use of an exploratory study approach will be highly suitable for analysing the available relevant studies, so as to ultimately provide much needed answers regarding research problems and challenges. The case studies emphasise full contextual analysis of fewer conditions or events and their interrelations. Because knowledge management in the context of e-commerce is a relatively new research area, it is more suitable to use an exploratory methodology in order to establish relations between the research variables create priorities and recommend improvements required. This research study is conducted to offer valuable insights of problem solving, evaluations, and knowledge management strategies and mechanisms. More specifically, with the application of this research methodology, this research endeavours to establish the relationship between knowledge management and e-commerce systems, as well as to identify the mechanisms of disseminating knowledge, acquiring knowledge from customers and the entire market, and facilitating knowledge sharing. Research Problem The research problem in this study is to establish the relationship between knowledge management and e-commerce systems. Crucially, the changes that are significantly reshaping numerous businesses indulged in the e-commerce era require a new paradigm of creating, capturing, locating, storing, and sharing knowledge in ways that are more effective and efficient. However, despite the increase in number of e-commerce firms, it is not yet clear which mechanisms such e-commerce companies use to enhance their effective knowledge management. Many businesses face various challenges of knowledge management, stemming from barriers to accessing and utilising knowledge. These barriers make the process of acquiring and interpreting knowledge management a daunting and complex process. The development of e-commerce and the Internet has provided businesses not only with new ways of managing knowledge, but also with opportunities to improve their knowledge management abilities. Thanks to the Internet, information concerning customers, markets, suppliers, and supplier chains can be gathered easily, while at the same time, information concerning a firm’s processes, services and products can be disseminated conveniently to the public. Despite generating these opportunities, e-commerce has also come with substantial challenges. In this era of e-commerce-enabled businesses, companies must find new ways of dealing with a huge amount of information flow, which was seemingly unimaginable in the past years prior to the emergence and rapid development of technology. Businesses should take advantage of new technologies so as to assist in identifying, acquiring and creating useful knowledge, as well as sharing, applying and disseminating it (Babita, Lakshmi & Jay 2000, p. 19). As such, this study aims mainly to establish the relationship between knowledge management and e-commerce systems, and to find ways knowledge management can be applied to e-commerce systems. Research Questions This study aims to resolve the following four main research questions: i. Does a relationship exist between knowledge management and e-commerce systems? ii. How has the emergence of e-commerce affected knowledge management system functions, which include knowledge creation, transfer and application? iii. How do e-commerce businesses execute their knowledge management and how flexible are they in coping with the dynamic nature of information technology? iv. How do e-commerce businesses change so as effectively manage their organisational knowledge? Research Objectives The following are the key research objectives of this report: i. To find out how the emergence of e-commerce affects knowledge management system functions, which include knowledge creation, transfer and application. ii. To evaluate the effectiveness of the organisational knowledge management systems as used by e-commerce businesses. iii. To establish the nature of the relationship linking e-commerce and knowledge management systems. Research Hypothesis This study hypothesises that there is a positive relationship between knowledge management and e-commerce systems. Literature Review a. Knowledge management Knowledge management is the process by which collective intelligence and expertise is captured in an organisation and is consequently used to foster innovation via continued organisational learning (Marina 2007, p. 22). Knowledge management refers to the collection of activities that govern creating, disseminating, and utilising knowledge (Peter & Robert 2000, p. 225). Knowledge can be further categorised into explicit and tacit knowledge. Tacit knowledge is more complex to encode and articulate, and thus difficult to transfer, while explicit knowledge can be more easily communicated and transmitted using formal language. As such, knowledge management is a systematically and organisationally specified process of acquiring, organising and communicating both explicit and tacit knowledge so as to enhance the work and to become more productive and effective. Essentially, it entails getting the right information to the appropriate people at the right time, as well as helping them create knowledge, and also share and act on information in a manner that would measurably improve the organisational performance (Maria 2000, p. 204). In order to accomplish this, a systematic approach is required to identify and capture knowledge and information concerning a company’s processes, services, products, customers, competitors and markets, and also to share this information for the well-being and improved performance of the organisation (Tatiana & Tatiana 2012, p. 524). Figure 1: The stages of knowledge management Due to its increased influence on the market and on commercial organisations, knowledge management has become one of the principal focus of management science studies, as compared to the other organisational managed resources like assets, people and capital. Knowledge as a resource is highly reliant on perpetual regeneration; therefore, the more frequently knowledge is utilised, the more knowledge is generated. Knowledge is the end product of the transformation from data to information to knowledge. This process is the initial step of knowledge management, which is usually comprised of three main functions. The first one entails knowledge creation, which encompasses the further sub-processes of acquiring, storing, validating and processing of new knowledge, as well as integrating it with the existing knowledge. The second function entails knowledge transfer, which addresses how organisational knowledge is delivered. The last function is knowledge application. This significantly defines the mechanisms in which the knowledge is actualised or employed into practice (Yu 2011, p. 4). b. The Internet and E-commerce Many firms are increasingly faced with knowledge management problems, which stem from difficulties accessing and utilising knowledge, and the increased complexity of the process of knowledge management acquirement and interpretation. Nevertheless, the development of e-commerce and the Internet has provided companies not only with new methods of managing knowledge, but also with an opportunity to improve their ability to manage knowledge. In this regard, the information regarding customers, markets, suppliers, and supply chains can easily be gathered through the Internet (Minor et al. n.d., p. 2). At the same time, the information regarding the firm’s products, processes, and services can be disseminated to all stakeholders through the Internet. Technology development has greatly contributed to the organisational knowledge management with the utilization of the intensively grown and development of information resources like the internet, as well as the increasingly intensifying pace of technological changes. As used by e-commerce businesses, knowledge management attempts to cope with the information explosion, as well as to capitalise on the increased knowledge available at the workplaces, an environment that has been brought about by the increased continual flow of information. The emerging development of technology enables global information-sharing across continents and can serve as a main tool within the organisation to manage knowledge more efficiently and effectively (Jih, Helms & Mayo 2005, p. 20). The Relationship between the Knowledge Management and E-Commerce Knowledge management functions are practiced in a variety of forms, in both Internet-based and human-based commercial organisations. In the electronic environment, knowledge management is a synthesis of the technical and economic knowledge process. In e-commerce, the computer and other digital technology devices is the prime medium of knowledge acquirement, exchange, and application is (Jih, Helms & Mayo 2005, p. 23). Because e-commerce is a rather new field, efforts remain on-going to translate the practical and theoretical experiences of human-driven economic activities into a shape, one which is fundamentally applicable in the field of e-commerce. Findings Based on the outlined methodology of this research study, the findings section of this study includes a discussion and analysis of the study findings derived from available, relevant existing studies relating e-commerce and knowledge management. Knowledge management scholars have described knowledge creation as the progressive process of altering the tacit knowledge into the explicit knowledge that can easily be expressed through recognised or formal representation, in particular regarding knowledge acquirement from experts. The difficulty of collecting knowledge from experts has led to less-cumbersome alternatives. With the large quantity of information stored in databases, as well as the other electronic repositories, the techniques used to transform data into substantial information have become paramount (Nah et al. 2002, p. 125). The substantial use of these techniques necessitates less input from experts as compared to the traditional expert knowledge acquisition. In the ideal circumstance of e-commerce, experts are given the task of substantiating and authenticating generated knowledge, as well as controlling the process of acquisition. This paper discusses the general structure of knowledge management functions (usually creating, transferring and storing and applying organisational knowledge), followed by an analysis of the findings. In an e-commerce system context there are three primary knowledge sources to be considered in this analysis: users of the system, environment and experts. Because the process of collecting data from various sources within e-commerce systems can be automated and operated on an on-going basis, systems mostly rely on a variety of electronic data types as the main sources of knowledge. E-commerce systems should be able to collect information about all factors affecting potential customers and their connections with the system (Michael, Marius & Gilbert 2002, p. 462). The classic examples of those factors include new technology, economic policy, fashion trends and cultural events, among other factors. While it is easy to note that such factors can have a significant influence on the system of e-commerce they are seemingly the most complex to identify and to use to create knowledge through automatic knowledge acquisition processes. Furthermore, though knowledge acquirement from human experts can be a very complex task, some knowledge can be acquired by no other means. As the system uses this knowledge to grow, the human experts are still necessary in order to deal with unusual situations, which the automated knowledge management mechanisms and techniques have difficulty addressing. In such situations, the goal of the system is to duly provide the experts with sufficient information to reach an effective decision more easily (Narasimha, Mohamed & Efraim 2002, p. 164). The techniques of knowledge acquirement from the electronic sources of data have been studied in recent years, and some noteworthy advances have already been made. The process of extracting knowledge from electronic-based sources is known as knowledge discovery. In addition, in order to satisfy the requisites of an unpredictably dynamic world, knowledge acquirement must incorporate knowledge adaptation and knowledge evolution. Knowledge adaptation refers to new knowledge accumulation with already existing knowledge, the creation of exclusively new knowledge, deprecation of irrelevant knowledge and the deletion of dead knowledge. The e-commerce system adaptation is not a homogenous progression. There are two major types of adaptation: the offline and on-line. The knowledge adaptation process is inseparable from the process of knowledge evolution (Yu et al. 2009, p. 125). Dependent analysis gives us insight into knowledge evolution within the organizational or business environment and within the e-commerce system. In order to conduct this analysis, it is essential to collect the historical data concerning the e-commerce system. The Use of Knowledge Management Systems on E-Commerce With the emergence of e-commerce, knowledge management is actualised through an organisational knowledge management system. The organisational knowledge management system refers to an advanced software assembly and its related hardware infrastructure, meant for supporting the knowledge management. Technology-centred organisational knowledge management systems in e-commerce businesses employ a combination of several key technologies, which include groupware, document management, messaging, web browsers, push technology, data mining, visualisation, search and retrieval, group decision support and intelligent agents. Among these, the web browser and groupware technologies are the most widely known. Packages of groupware software are highly effective decision support systems, developed so as to enhance collaborative group work, particularly among geographically dispersed professionals. Examples of the groupware software products that are marketed to e-commerce for knowledge management include the Network Delivery Knowledge, Lotus Notes, and the Fulcrum Knowledge Network. Of these, the most widely used is Lotus Notes (Wu, Zhao & Xia 2009, p. 305). Lotus Notes serves as a document database that enables communication among colleagues, collaboration between teams, and the co-ordination of processes of the strategic business of an organisation. In addition, the database can include both unstructured and structured contents, thereby avoiding the limitations that relational databases impose on an organisation. Figure 2: The technical perspective of a knowledge management system In addition, Lotus Notes use replication technology so as to allow the respective users in varied geographical locations to easily access identical knowledge. Moreover, it supports e-mail, work flow automation, and pull-and-push technologies. The software also offers up to four levels of security: authentication, field-level privacy, digital signatures and access control. Groupware technologies such as Lotus Notes are usually developed by autonomous software houses and then sold to willing buyers, acquired by e-commerce businesses. The security features found in the groupware systems do not prevent imitability of knowledge in the system. Because this security standard is often used by the other organisations within the industry, it is thereby not proprietary. Furthermore, the mechanisms employed by corporate intelligence agents, hackers, and industrial espionage experts may easily allow unauthorised users to evade the set security controls and consequently access strategic organisational knowledge in the groupware knowledge base. Thus, from a technological viewpoint, groupware technologies do not usually satisfy the requirements be considered as a strategic knowledge asset. In addition, the strategic value of a groupware rarely results from the technology quality of these systems (Khalifa, Yu & Shen 2008, p. 120). Web-based technologies employ web browsers to access knowledge resources on the Internet and to link geographically dispersed professionals. Such technologies are popular with most e-commerce businesses for numerous reasons. First, they allow the in-house developments of knowledge management systems, thereby building various proprietary attributes into the system. Second, they allow for the developments of naturally expounding, easy and flexible-use knowledge management systems. Third, because web-page development is simply, the employees themselves can do much of the development of knowledge management systems, thus minimising the cost of developing knowledge management systems and enhancing employee commitment to and participation in the system. As used by e-commerce companies, web technologies usually adapt to natural methods of communication among individuals (Her-Sen & Hui-Chih, 2008, p. 324). They overcome organisational hierarchies, physical barriers, formal communication policies, and social groupings so as to make knowledge available to everyone. Nevertheless, these technologies rarely provide the development of well-structured knowledge management systems. Web-based knowledge management systems are complex in how they are managed, maintained and evaluated. These systems do not fully allow organisations to keep accurate inventories of their intellectual capital. Additionally, web technologies offer limited strategic benefits. For instance, web browsers are widely available and easily acquired. Moreover, the web-pages developed by such browsers are easy to imitate. Also, web-based systems usually have substitutes in groupware, push technologies, messaging, intelligent agents, document management, search and retrieval, and data mining technologies. The strategic value of web-based knowledge management systems is thus diluted. Thus, considered on their own, web-based technologies do not constitute an organization’s chief strategic assets. E-commerce companies are successful when they are effective in disseminating information. They have the ability to turn information into knowledge for potential and existing organisational stakeholders, including customers, suppliers, employees, and competitors. Most e-commerce websites have search functions, e-mail alerts and reminders and links to other websites. In addition, many e-commerce business websites offer personalised or customised product recommendations and information about products, such as best-selling products, consumer ratings and reviews (Michael, Marius & Gilbert 2002, p. 462). As such, many e-commerce websites are able to assist consumers in making a purchase decision. In addition, search functions help the customers to locate products and services more conveniently, as opposed to browsing all product categories. E-commerce businesses have convenient ways of disseminating information, increasingly providing the means by which customers and other organisation stakeholders’ access knowledge and information. One of the role-attached viewpoints of knowledge management within the e-commerce system is the view that knowledge is a transferable quantity. Low-level knowledge is a modicum of exchange among knowledge entities. Knowledge transfer neglects organisational ontology and customer-supply ontology, as well as factors that are commonly not considered when defining knowledge entity viewpoints on the system. These factors include: i. the electronic mediums and channels of knowledge transfer; ii. possible obstacles to knowledge exchanges; iii. assured knowledge delivery; iv. the requests and demands of knowledge entities and the appropriate and acceptable parameters for transfer of knowledge; v. Knowledge maps, knowledge channels and schedules for knowledge flow within the system. In addition, although it is among the primary knowledge management functions, knowledge transfer plays a key role in the system, as compared to knowledge creation and application. Indeed, knowledge transfer design is a design of the whole knowledge system, in which knowledge is both created and applied (Yogesh 2000, p. 8). Therefore, knowledge transfer can be considered a high-level perspective of the knowledge management system, an essential set of relations for applying low-level knowledge in an articulate manner, but one which is not especially concerned with the knowledge content. Figure 3: Infrastructure of organisational knowledge with the incorporation of e-commerce Knowledge Management-Based Adaptability to E-Commerce Technology It is essential to understand that management of knowledge is synonymous with change, evolution and adaptation—all the more so with the emergence of e-commerce. The knowledge system operates on the principles of experts, who represent the views of the potential customers’ population. Additionally, The knowledge system also involves several theoretical laws of economic realism. Some of these theories claim that it is nearly impossible to build an e-commerce reality model based only on theories. Furthermore, the system has to undergo adjustments so as to deal with the real-life customers, who could behave differently than the theory had predicted. Additionally, consumer demands and needs change over time, and due to rapid changes in the environment. To be able to effectively work in an ever-changing world, knowledge systems must be adaptive (Nah 2002, p. 127). Knowledge management processes involve continually adjusting knowledge and its applications, collecting new data, extracting new knowledge, and integrating it into the system, with the goal of frequently improving the existing reality model and effectiveness of the system operation. Therefore, the management of knowledge constitutes the basis of system adaptability. Conclusion This paper analyses knowledge management in e-commerce systems and knowledge function integration with e-commerce potential capabilities and realities. To accomplish this goal, the three fundamental knowledge management functions (knowledge acquirement, transfer, and applications) are discussed, illustrating how such functions become the basis for e-commerce system adaptability. Various perspectives on system-wide knowledge are also offered, as are ways in which this knowledge could be applied to system-side customer scenarios. These outlooks allow us to reconcile different viewpoints on e-commerce knowledge management, particularly on the analysis, as well as the implementation levels. Some such views could be explicitly codified to ontologies and then used to manipulate knowledge functions on the system. Such ontology-perspectives enhance the management of similar low-level knowledge, gained from various sources such as human experts, automatic learning, and data mining. The objective of this paper has been to establish whether there is a substantial relationship between knowledge management and systems of e-commerce; it is no doubt that there is a strong relationship between the two. Recommendations In the past several years, the business world has experienced increased interest in knowledge management and in the adoption of information technology solutions for e-commerce businesses. However, despite the popularity and establishment of e-commerce, the use of knowledge management for e-commerce has been based on outdated business models. As established in the findings, it is increasingly difficult to justify the reasons why, specifically, solutions of information technology fall in the realm of knowledge management, as opposed to within the scope of old data management or information management. Such ambiguity has resulted in some consultants asserting that knowledge management is a fad. This research study recommends the need to develop a better and more accurate knowledge management understanding to enhance information strategies in the e-commerce business world, resulting in more sustained business performance. In the e-commerce business environment, the knowledge application process is the only part of knowledge management that directly supports the realisation of goals in the system. Knowledge creation is the key foundation of the application of knowledge. To ensure that this application is successful and for the system of e-commerce to succeed in the target market, the knowledge management system should have essential knowledge in the appropriate form so as to apply it effectively. As has previously been established, any particular ontology within the system could be reduced to elemental knowledge. Such knowledge is a set of production rules that ultimately direct the system’s actions in responding to the numerous, diverse situations it might encounter in the marketplace. Finally, as today’s market environment grows increasingly competitive, organisations that have not yet adopted e-commerce methods are at a disadvantage. As established in this paper, businesses enhance their competitive advantage by investing in e-commerce technology. By shifting to e-commerce and effective use of information technology and systems, businesses are able to efficiently accumulate consumer data and knowledge, which is then turned into organisational knowledge (Colin 1999, p. 144). Businesses must take advantage of these new information technology opportunities, which would consequently enable them to identify, acquire, and create new useful knowledge. In addition, with use of information technology would also enable them to effectively share, apply, and disseminate knowledge, ultimately leading to more effective organisational knowledge and learning for the purposes of better organisational performance and sustainable competitive advantage. References Babita, G, Lakshmi, SI & Jay, EA 2000, ‘Knowledge management: Practices and challenges’, Industrial Management & Data Systems, Vol. 100, No. 1, pp. 17–21. Colin, A 1999, ‘Knowledge management and process performance’, Journal of Knowledge Management, Vol. 3, No. 2, pp. 143–154. Courtney, JF 2001, ‘Decision making and knowledge management in inquiring organizations: Toward a new decision-making paradigm for DSS’, Decision Support Systems, Vol. 31. No. 1, pp. 17–38. Her-Sen, D & Hui-Chih, W 2008, ‘Predictors of diverse usage behaviour towards personal knowledge management systems’, Online Information Review, Vol. 33, No. 2, pp. 316–328. Jih, WJK, Helms, MM & Mayo, DT 2005, ‘Effects of knowledge management on electronic commerce: An exploratory study in Taiwan’, Journal of Global Information Management, No. 13, No. 4, pp. 1–24. Khalifa, M, Yu, AY & Shen, KN 2008, ‘Knowledge management systems success: a contingency perspective’, Journal of Knowledge Management, Vol. 12, No. 1, pp. 119–132. Maria, M 2000, ‘A critical review of Knowledge management as a management tool’, Journal of Knowledge Management, Vol. 4, No. 3. pp. 204–216. Marina, P 2007, ‘The role of knowledge management in innovation’, Journal of Knowledge Management, No. 11, No. 4, pp. 20–29. Michael, G, Marius L & Gilbert, P 2002, ‘Five styles of customer knowledge management, and how smart companies use them to create value’, European Management Journal Vol. 20, No. 5, pp. 459–469. Minor, G, Janina, J, Violetta, G. & Marcin, P n.d., ‘Knowledge management in an e-commerce system’, International Conference on Electronic Commerce Research (ICECR-5) Nah, FFH et al. 2002, ‘Knowledge management mechanisms in e-commerce: A study of online retailing and auction sites’, Journal of Computer Information Systems, Vol. 42, No. 5, pp. 119–128. Narasimha, B, Mohamed, K & Efraim, T 2002, ‘Integrating knowledge management into enterprise environments for the next generation decision support’, Decision Support Systems, Vol. 33, No. 02, pp. 163–176. Peter, M & Robert, S 2000, ‘A resource-based view of organizational knowledge management systems’, Journal of Knowledge Management, Vol. 4, No. 3, pp. 224–234. Tatiana, G & Tatiana, A 2012, ‘Knowledge elicitation techniques in a knowledge management context’, Journal of Knowledge Management, Vol. 16, No. 4, pp. 523–537. Wu, JN, Zhao, YM & Xia, LX 2009, ‘E-commerce developing strategy study based on knowledge management’, Eighth Wuhan International Conference on E-Business Vols. II p. 302–307. Yogesh, M 2000, ‘Knowledge management for e-business performance: Advancing information strategy to ‘Internet Time’, Information Strategy, The Executive’s Journal, Vol. 16, No. 4, pp. 5–16. Yu, G 2011, Strategies of knowledge management in E-commerce enterprises. 2011 International Conference on E-Business and E-Government ICEE, p. 1–4. Yu, HYH et al. 2009, ‘Knowledge management in e-commerce: A data mining perspective’, 2009 International Conference on Management of e-Commerce and e-Government, p. 152–155. Zhitian, Z & Feipeng, G 2007, ‘E-government and knowledge management’, IJCSNS International Journal of Computer Science and Network Security, Vol. 7, No. 6, pp. 285–289. Read More