Quality management: a compulsory requirement to achieve effectiveness

Applications of Machine Learning in Knowledge Management System: A Comprehensive Review

As new generations of technology appear, legacy knowledge management solutions and applications become increasingly out of date, necessitating a paradigm shift. Machine learning presents an opportunity by foregoing rule-based knowledge intensive systems inundating the marketplace. An extensive review was made on the literature pertaining to machine learning which common machine learning algorithms were identified. This study has analysed more than 200 papers extracted from Scopus and IEEE databases. Searches ranged with the bulk of the articles from 2018 to 2021, while some articles ranged from 1959 to 2017. The research gap focusses on implementing machine learning algorithm to knowledge management systems, specifically knowledge management attributes. By investigating and reviewing each algorithm extensively, the usability of each algorithm is identified, with its advantages and disadvantages. From there onwards, these algorithms were mapped for what area of knowledge management it may be beneficial. Based on the findings, it is evidently seen how these algorithms are applicable in knowledge management and how it can enhance knowledge management system further. Based on the findings, the paper aims to bridge the gap between the literature in knowledge management and machine learning. A knowledge management–machine learning framework is conceived based on the review done on each algorithm earlier and to bridge the gap between the two literatures. The framework highlights how machine learning algorithm can play a part in different areas of knowledge management. From the framework, it provides practitioners how and where to implement machine learning in knowledge management.

The role of employees' participation and managers' authority on continuous improvement and performance

Purpose

Drawing on the theoretical concept of organisational fit, this paper questions the relevance of employees' participation in the link between continuous improvement (CI) and operational performance. The literature has long emphasised that to be successful, CI implementation needs to rely on employees' involvement as soon as its inception. This paper argues that this approach is not generalisable.

Design/methodology/approach

Based on a database of 330 firms across 15 countries, regression analyses were used to hypothesise that the fit between CI and employee participation is positively associated with operational performance, and that the fit between CI and centralisation of authority is negatively associated with operational performance. The authors also ran a robustness check with polynomial regression analyses and the response surface methodology.

Findings

CI–employee participation fit is positively associated with operational performance, suggesting that there is less need for employees to be involved when a firm has scarcely developed CI. Employee participation becomes gradually more relevant as CI progresses. Moreover, the results demonstrate that the CI–centralisation of authority fit is negatively associated with operational performance, suggesting that a top-down management approach with centralised authority is preferable when CI is low, whereas a bottom-up management approach is helpful when a firm has extensively developed CI.

Originality/value

This research draws on the concept of organisational fit to explore the relationships between internal practices in the operations management literature. The authors suggest that managers should dynamically balance the practices of employee participation and centralisation of authority as CI improves. This study highlights that CI has different evolutionary levels that require different managerial approaches and practices.