1. Role of Knowledge Management in Banking Sector

2. Abstract
This paper reviews the prevailing literature on Knowledge
Management in banking industries. The purpose of KM is
to give value to the information which resides in
organizations resulting in value addition to their tasks and
ultimately to approach competitive advantage. Most
common KM applications identified in the banking
industries are risk management. Customer Relationship
Management/ Marketing (CRM), performance evaluation
etc, Decision Support Systems (DSS), data where houses
and data mining are rapidly growing techniques in this
particular sector. However, most banks around the world
do not use comprehensive knowledge management systems
while other financial organizations in the same disciplines
do.

3. Introduction
Knowledge Management is one of the hottest topics today
in both the industry world and information research world.
In our daily life, we deal with huge amount of data and
information. Data and information is not knowledge until
we know how to dig the value out of it. This is the reason
we need knowledge management.
What is knowledge management?
Knowledge Management, (KM) is a concept and a term that
arose approximately two decades ago, roughly in 1990.
Quite simply one might say that it means organizing an
organization's information and knowledge holistically, but
that sounds a bit wooly, and surprisingly enough, even
though it sounds overbroad, it is not the whole picture.
Very early on in the KM movement, Davenport (1994)
offered the still widely quoted definition:
"Knowledge management is the process of capturing,
distributing, and effectively using knowledge."
This definition has the virtue of being simple, stark, and to
the point. A few years later, the Gartner Group created
another second definition of KM, which is perhaps the most
frequently cited one (Duhon, 1998):
"Knowledge management is a discipline that promotes an
integrated approach to identifying, capturing, evaluating,
retrieving, and sharing all of an enterprise's information
assets. These assets may include databases, documents,
policies, procedures, and previously un-captured expertise
and experience in individual workers."

4. Both definitions share a very organizational, a very
corporate orientation. KM, historically at least, is primarily
about managing the knowledge of and in organizations.
The operational origin of KM, as the term is understood
today, arose within the consulting community and from
there the principles of KM were rather rapidly spread by
the consulting organizations to other disciplines. The
consulting firms quickly realized the potential of the
Intranet flavor of the Internet for linking together their own
geographically dispersed and knowledge-based
organizations. Once having gained expertise in how to take
advantage of intranets to connect across their
organizations and to share and manage information and
knowledge, they then understood that the expertise they
had gained was a product that could be sold to other
organizations. A new product of course needed a name,
and the name chosen, or at least arrived at, was Knowledge
Management. The timing was propitious, as the
enthusiasm for intellectual capital in the 1980s, had
primed the pump for the recognition of information and
knowledge as essential assets for any organization.
Perhaps the most central thrust in KM is to capture and
make available, so it can be used by others in the
organization, the information and knowledge that is in
people's heads as it were, and that has never been
explicitly set down.
Knowledge management in banking system
Every nation, every state, every corporate,every society, and
every individual (adult, youth and child) seemto be on the
run. They are either pursuing stifftargets or are being
chased by their bosses to achieve stiff targets. They are

5. required to be constantly on the fast track. They are
running against time. Everyone is up to achieving
something extraordinary. Whether the mad rush at the end
of the day is good for the individual, corporate, or nation is
a matter of debate. There is no doubt that it is becoming a
question of survival of the fittest and, therefore, knowledge
management will also have to address the various issues
and also find solution in energizing theworkforce, while
ensuringthat no biological-clock disorder takes place
especially in the younger generation.
Bankers are also finding themselves on the hot seat.
Theyare also under pressure to deliver. While they are
aware ofthe enormous amount of responsibility cast upon
them, theyappear to be under the grip of fear in taking
decisions havinglarger financial implications.Knowledge
management must be able to address such issues in
finding solutions to encourage decisions and redefine staff
lapses and accountability, to be more objectivewithout
being too much subjective.
Knowledge management is becoming very important in
almost all Banks since it simplifies the delivery of timely
and effective information that are used in all the
organization's processes from planning, controlling,
decision making and evaluation. It helps managers in
formulating strategic, tactical and operational activities in a
best ways in order to achieve the organization's desired
objectives.
Nowadays Modern banks investigate the importance of the
value of knowledge Management in the banks business
practices. The knowledge covers the range from the bank
organizations' own internal intellectual capital, to the

6. wealth of data heel on any customer's transaction.
(Jayasundara, 2008)
The banking sector is always targeted to improve their
customer satisfaction that will result in revenue increasing.
The process of Knowledge creation, storage and dispersion
becomes essential and banks assign specialized personnel
to watch over and manage these critical processes.
The most common fields of knowledge management
applications in a bank are risk management, marketing
management, customer relationship management and
performance measurement especially for the benefit of its
stakeholders. Usually, in major banks investments in
Knowledge Management systems such as Decision Support
Systems, Data Warehouses and Data Mining are rapidly
growing. (Jayasundara, 2008)
Nowadays, bank managers use computerized support
system as a personal support in decisions making.
Knowledge Management System in banks ensures better
and more efficient results in decision making.
Literature Review
Many authors and researchers define KM in several ways.
In general term, Liebowitz (2000) defined KM as the process
of creating value from an organization‟s tangible assets .
Siemieniuch and Sinclair (2004) obviously defined
Knowledge Management as a pillar in the seven bases of
organizational effectiveness; Thus KM can lead to many
organizational benefits like better problem solving and
decision making, improved customer services, increasing

7. profits, better stuff attraction, more innovation and greater
creativity.
KM helps organizations find, select, organize, disseminate,
and transfer important information and expertise
necessary for activities such as problem solving, dynamic
learning, strategic planning and decision-making (Gupta et
al., 2000). Other mentioned the main key components of
successful KM S. Drew (1999) whichdetermined that
culture, technology, organization, and people as the main
key components.
In modem banks there is no debate about the value of
Knowledge Management as a business practice. Banks and
all other players in the competitive financial service sector
have recognized that knowledge is power (Sorrentino,
1999). The knowledge covers the range from the bank
organizations' own internal intellectual capital, to the
wealth of data heel on any customer's transaction.
(Jayasundara, 2008)
The overall aim of the banking sector is to enhance their
customer satisfaction and increase revenue as a result,
thus skill at knowledge management has become a critical
competency for banking sector survival in the 2lst century.
Also it becomes essential to assign a person or persons to
watch over and manage the creation, storage and
dispersion of knowledge (Sorrentino, 1999). These
personnel should also be responsible for the creation and
implementation of strategy that generates value from
organizational knowledge. (Jayasundara, 2008)
Samir baruh talked about the orientation of km with banks
and contemporary HR issues in banking. He quoted that

8. Banking is both 'theory' and'practice'. While knowledge is
veryessential, the positive application ofknowledge is most
essential. He discussed about the contemporary HR issues
that banking sector faces in day to day life. He found out
that there was apparently a situation of experience and
knowledge gap and thus arises a need of knowledge
management to guide the future course of banks at crucial
junctures. As quoted by him “With the requirement of a
massive expansion in businessactivity encompassing both
the internal and international market, banking personnel
are expected to have a greaterunderstanding and
knowledge of their extended role functionand priorities
before them. Managing knowledge andmanaging risk is the
requirement of the day. Banks arerequired to develop
capabilities for identifying, managingand mitigating risks
more efficiently.”
Jayasundara, ChamindaChiranreviewed the prevailing
literature on Knowledge Management in banking
industries.
He identified that most common KM applications in the
banking industries were risk management, Customer
Relationship, Management/Marketing (CRM), performance
evaluation etc,
He also came to know that Decision Support Systems
(DSS), data where houses and data mining were rapidly
growing techniques in this particular sector.
Namita Rajput in her research paper discussed about
consistent work Indian banking industry has been doing
towards the development of technological changes and its
usage in the banking operations for the improvement of

9. their efficiency. In her research, she said that to get the
benefits of enhanced technologies, Indian banks are
continuously encouraging the investment in
informationtechnology (IT), i.e. ATMs, e-banking or
netbanking,mobile and telebanking, CRM,computerization
in the banks, increasing use ofplastic money,
establishment of call centers, etc.RBI has also adopted IT
in endorsing thepayment system‟s functionality
andmodernization on an ongoing basis by thedevelopment
of Electronic Clearing Services(ECS), Electronic Funds
Transfer (EFT), IndianFinancial Network (INFINET), a RealTime GrossSettlement (RTGS) System, Centralized
FundsManagement System (CFMS), NegotiatedDealing
System (NDS), Electronic PaymentSystems with the „Vision
Document‟, theStructured Financial Messaging System
(SFMS)and India Card – a domestic card
initiative,implemented recently (2011). IT improvements are
significantly useful to reduce the cost and improve the
efficiency of the banks. Technological efficiency can result
in lower transaction costs and increased revenues forbanks
(Rishi and Saxena, 2004). In her study, she found out that
Transactions through technology channels cost much less
to the banks than the customers reaching the bank and
doing the transaction.
Zainab Abdul shaheed Mohsen,Mai Aliand Akram Jalal
together conducted a study on the topic “The Significance
of Knowledge Management Systems at Financial Decision
Making Process”.
From their research they discussed about the present
usage of information and knowledge which has increased
in all types of organizations in order to simplify all the

10. activities and enhance the decisions making process. Acc.
To them, the importance of managing the organizations'
information and knowledge becomes a vital role that
encourages the company's entire manager to invest more
money, times and effort to manage such information and
knowledge.
Knowledge management is an organization strategic effort
that used to capture information and experience of
employees and customers which is stored in database,
paper or in peoples' intellect then distributes this
knowledge to gain more benefit.
Knowledge management consists of several steps that allow
the flows of knowledge among all interest users in the
organization. The first step is knowledge creation that
means the entering of the knowledge in the system .
Second step is maintains the knowledge by remaining it in
the system which is refer to Knowledge Retention, the flow
of knowledge from one part to another within the system
(Knowledge Transfer) and finally implementing the
knowledge in the organization decision making and any
business process which is refers to Knowledge utilization.
They summarized their objective as:
1) To examine the value of KMS in supporting decision
making process.
2) To develop a contextual profile of use of KMS, including
the Availability of required technologies (Hardware and
software) individuals' capabilities and awareness in using
KMS, department coordination, decision maker acceptance
and trust of the system.

11. In their research paper, they discussed that Knowledge can
be classified into three main categories: explicit knowledge,
implicit knowledge and tacit knowledge. Explicit knowledge
can be transferred easily through books and reports so it‟s
a tangible form of knowledge. Implicit knowledge, is not
explicitly captured, but can be simply reported explicitly in
to papers such as the working experience. Tacit knowledge
is an intangible form of knowledge such as values and
beliefs. For the organization the tacit knowledge is the most
important type so it is rarely recorded and transferred.
Knowledge management is becoming very important in
almost all Banks since it simplifies the delivery of timely
and effective information that are used in all the
organization's processes from planning, controlling,
decision making and evaluation. It helps managers in
formulating strategic, tactical and operational activities in a
best ways in order to achieve the organization's desired
objectives.
In their research they concluded that KMS help banks
ensure better and more efficient results in decision-making
and the banks top management has to give their employees
all appropriate and suitable technologies to share
knowledge .
Furthermore, they have offer the appropriate atmosphere
for using KMS and encourage their employees to share
knowledge. So, KMS is support and assist the coordination,
communication, content sharing between all banks
employees.
Manoj K. Chaudhary studied his research paper under the
title “Practice of Knowledge Management Strategy by

12. Banking Industry of Nepal”. He conducted the research
with the view that Nepalese banks with a knowledge
management capability will also use resources more
efficiently. Therefore, a firm's KM strategy relates to its
strategic arrangements in building and management
knowledge stock through the effective process of creating,
transferring and distributing knowledge. His research
result indicated that a fit between business and knowledge
management strategy are significantly related to
betterorganizational performance through effective
management of Human Resource Strategy in organizations.
His paper also concluded that Nepalese banks‟ effectively
management knowledge are more innovative and have
better performance than the banks do not takes this factor
into account.
Objectives
To assess the role of knowledge management in
banking sector.
To know about knowledge management and its
applications.
To know about the banking scenario in various regions
before and after implementation of knowledge
management.
To know the about impact of knowledge management
in reducing the cost as well as customer satisfaction.
To know the advantages of knowledge management for
banks as well as their customers.
To know how the banks can achieve good
knowledgemanagementpractices?

13. To analysis the role of Information Technology and its
relevancy in Indian banks in the recent era.
To measure the performance of the each bank group
towards the elements of IT.
Methodology
There are various methodology used in the various
research papers studied for this case study of role of
knowledge management in banking sector.
In the paper “IMPLEMENTATION OF TACIT KNOWLEDGE
MANAGEMENT IN A PARTICIPATION BANK : EVALUATING
THE IMPACTS OF TACIT KNOWLEDGE ON ORGANIZATIONAL
PERFORMANCE”, the survey instrument is composed
of questions relating to the level of tacit knowledge and
non-financial organizational performance. The
questionnaire was prepared by the authors. The
questionnaire was finalized after discussions with a
panel of experts and academicians. Each item was
rated on a five-point Likert Scale anchored at the
numeral 1 with the verbal statement “strongly agree”
and at the numeral 5 with the verbal statement
“strongly disagree”.
In the paper “Impact Of IT On Indian Commercial
Banking Industry: DEA Analysis” the focus of the
paper was to evaluate the efficiency scores and relative
productivity as regards IT related factors using DEA
analysis. There were two important aspects of DEA,
following which it was preferable to study the
population of banks. Firstly, it was sample specific,
thus implying that results obtained for the sample
couldn‟t be generalized for the entire population.

14. Secondly, it gave the relative efficiency scores and not
the absolute efficiency scores.
In the research paper “Practice of Knowledge
Management Strategy by Banking Industry of Nepal”,
the Companies involved were mainly Nepalese Banking
Sectors. Primary data was used for the study and
information collected from structured questionnaire.
The survey involved comparison of two major Banking
Sectors (I) Public Banks and (ii) Private Banks each
sector firms randomly selected. In total, 3 in public
bank and 11 in private banks were taken as the
sample. Thus, selected Nepalese bank was considered
to be representative of entire Nepalese banking sector.
This survey instruments were organized into two
domains and four factors
(I)
KM strategy i.e. codification and
personalization,
(II)
Corporate Strategy i.e. Cost Leadership and
personalization strategy.
In the research paper “Customer Knowledge
Management in the Iranian Banks: An Empirical
Research”, A quantitative research methodology
based on a survey using a questionnaire was used.
The questionnaire developed by Patrick & Sonia
(2009), was used with addition of questions related
with gathering of data for the knowledge management
systems. This modified questionnaire was pilot tested
in one of the commercial banks. The questionnaire
was sent to 200 officials of 6 commercial banks in
Iran. Out of 150 received questionnaires, 90 were
found complete and thus used for analysis.

15. The study with title “Impact Of IT On Indian
Commercial Banking Industry: DEA Analysis” has
measured the efficiency level of all the scheduled
commercial banks (SCBs) operating in India during the
study period of five years (2006- 2010). In the year
2009-10, there are 28 Public banks, 22 Private Banks
and 27 foreign banks under the heading of SCBs of
India (RBI reports and publications, 2010). Therefore,
the study has the data of 86 banks (some were absent
from the study) for the study period. Data for few
banks could not be included either they were closed
down or merged with some other bank during the
study period. The focus of the paper is to evaluate the
efficiency scores and relative productivity as regards IT
related factors using DEA analysis. There are two
important aspects of DEA, following which it is
preferable to study the population of banks. Firstly, it
is sample specific, thus implying that results obtained
for the sample cannot be generalized for the entire
population. Secondly, it gives the relative efficiency
scores and not the absolute efficiency scores. This
means that the best performing DMU out of the group
will be shown as 100 per cent efficient. The rest of the
DMUs will be benchmarked against this one. In case of
DEA, the sample size should be generally larger than
the product of the number of inputs and outputs
(Dyson et al. 1998). Thus in this study, the sample size
of 86 is sufficiently large to take care of the constraints
imposed by the requirement of the DEA model. The
data used in this study is financial information

16. available in the Annual reports of the banks and RBI
publications.
The survey instrument is composed of questions
relating to the level of tacit knowledge and nonfinancial organizational performance. The
questionnaire was prepared by the authors.
Nevertheless, while selecting the questions, a
comprehensive literature review which contained pretested and approved surveys in this field were taken
into consideration. The questionnaire was finalized
after discussions with a panel of experts and
academicians. Each item was rated on a five-point
Likert Scale anchored at the numeral 1 with the verbal
statement “strongly agree” and at the numeral 5 with
the verbal statement “strongly disagree”.
Findings
Empirical results shows that, A firm‟s KM Strategy
relates to its strategic arrangement in building and
managing knowledge stock through the effective
process of creating transferring and distributing
knowledge, which helps organization to sustain and
obtain competitive advantage over time. This result
seems to be consistent with organizations have always
realized that access to quality information and
knowledge will help them remain competitive.
Using the SPSS a correlation analysis was conducted
among the dependent variable i.e. performance (DEP)
with each processes of the knowledge management.
The knowledge management processes namely are
knowledge acquisition (KA), knowledge creation (KC),
knowledge storage (KS), knowledge distribution (KD)

17. and the knowledge utilization (UD). From table (2)
knowledge utilization has shown a correlation of 0.58,
whereas knowledge acquisition and knowledge
distribution has shown a very weak correlation. The
knowledge creation and storage has shown a negative
correlation.
However, both banks used various technologies for
knowledge management. Among these technologies,
databases and webpages are the most common types
of technologies used followed by e-mail. Through these
technologies, knowledge, both explicit and tacit, are
created and retained in databases. With these
facilities, knowledge are accessible and can easily be
shared among employees and customers. Based on
May bank and Am Bank experience, it could be said
that banks which apply knowledge management can
enjoy the benefits of having more knowledgeable
workers and greater knowledge sharing. This would
contribute to greater efficiency and bank performance
improvement.
There is an increasing trend in performance of Indian
banks caused by IT innovation and enlarged
investment in new information technology during the
recent time period. The banks were left with no option
but to improve their functional attitude, strategies and
policies, efficiently allocating the IT elements with
proper guidelines to use them in the presence of
required trained staff. Introduction of new technologybased services to their customers, for e.g. e-banking,
mobile banking, ATM facility and card based funds
transactions, etc. became a part of their functional

18. norms. The SCBs made heavy investment in
technology and computerization of branches from last
few years, introduced new services and facilities to the
customers which helped the banks to survive in the
long run.
Recommendations And Limitations
This research work has mainly used two basic competitive
strategies (i.e. Cost leadership strategy and differentiation
strategy) to explain the relationship between KM strategy
and business strategy in Nepalese banking industries. The
results may be different if additional business strategies
and HR strategies are examined. Applying this to the
measurement model could give further insights.
Some important recommendations from our research are
presentable as follows. The future researchers can cover
these issues in their paper:
1.Larger sample size should be taken.
2.Other KMS technologies could be used to explore the role
of KM.
3. KM models could be used to understand the situation of
KM.
4. KM diagnostic models should be used to evaluate the
situation for KM.
5. Other organizations should be explored.

19. For Banks it is highly recommended that:
1)More expenditure should be allocated by organizations
for the improvement of MIS and KM projects.
2) A continuous educating of banks employees of the
importance of Knowledge Management and the benefits
related to it.
3) Workshops, seminars, training courses, and training
sessions should be prepared to increase awareness for KM.
4) To discuss the achievements of each department
resulting from using KMS, the banks should held annual
meeting to build future strategy based on the previous
achievement
Every study, no matter how well it is conducted, has
somelimitations. According to this fact, we have
somelimitations in this research too such as:
1. Employees of banks in Iran are mostly unaware between
the difference of KMS and information systems.
2. Due to the questions format seem to be lengthy
3. Return rate is less and the sample size is small.
4. Due to time constraint the generalization could not
beestablished.
Conclusion
Based on the results and analysis of the questionnaire it is
concluded that:
1) The availability of Knowledge management technique
can be of great benefit in the practice of bank

20. development through improving the efficiency of
different operating activities.
2) As a result of importance of employees' capabilities
and awareness in enhancing the decision making,
there has been a significant interest in a system that
includes information with easy retrieval process.
3) Acceptance and trust of decision makers in the
knowledge, information, and opinion they provide
represent a main part in the success of KMS.
4) The banks must, through a process of mass
communication in all forms, sensitize its human
resources individual with inner strength and inner
happiness. Such and raise the knowledge level of its
workforce manifold to meet the ever-growing emerging
challenges confronting thebanking industry.
5) It could be attributed to the fact that information
technology is used and there is some form of
knowledge being acquired and distributed. But the
results for knowledge creating and storing knowledge
clearly indicate that there is no relationship in terms of
knowledge management perspective. It can assumed
that there is no specific knowledge management
processes established for this purpose and the
indication of relationship could be due to the role of
information systems which are in some form used for
knowledge management also. The results for the
knowledge management systemsindicate that they
have no relationship with the performance of the
banks. However they are usedwhichthe statistical
results have indicted but for the specific purpose for

21. knowledge management is not clear among
theemployees. The literature suggests that KM tools
have a competitive advantage and above all improve
itsoverall organizational performance. However, in this
research it contradicts with the literature.
6) The contribution of this paper is firstly, presenting the
extent of the application of knowledge management in
two Malaysian commercial banks based on theBanking
Knowledge Management Model (BKMM). Secondly,
creating awareness of the benefits of knowledge
management integration. Thirdly, BKMM serves as an
initial conceptual framework for bankers to integrate
knowledge management in their banks. The
applicability of the model is demonstrated by the
experience of the two banks. Since our study only
covers two banks, we suggest that a
morecomprehensive research be conducted on a large
number of banks to optimize the benefits of knowledge
management integration in the banking sector.
7) For the IKM Emergent programmed, innovation in
M&E for KM4D lies along the research agenda
recommended in Section 5.6b. In particular, more
consumer-driven M&E tools are recommended, such
as LSS and other mutual learning tools, local
contextualization of good practices and other
knowledge developed elsewhere, convenient and
practice-based community-level SD Scorecard, and
tools for more accurate gauging of community
preferences and community satisfaction not only for
M&E but also for project identification and project
design in the earlier stages of the project cycle.

22. 8) As the results show, there is an increasing trend in
performance of Indian banks caused by IT innovation
and enlarged investment in new information
technology during the recent time period (2005-06 to
2009-10). The banks were left with no option but to
improve their functional attitude, strategies and
policies, efficiently allocating the IT elements with
proper guidelines to use them in the presence of
required trained staff. Introduction of new technologybased services to their customers, for e.g. e-banking,
mobile banking, ATM facility and card based funds
transactions, etc. became a part of their functional
norms. The SCBs made heavy investment in
technology and computerization of branches from last
few years, introduced new services and facilities to the
customers which helped the banks to survive in the
long run, i.e. to retain their existing customers and
attract new ones (RBI, 2010). Taking the whole view,
the most efficient banks group is FBs followed by both
groups. There is not so much difference in PSBs and
PrSBs but as compare in both PrSBs are the best.
Hence, Indian commercial banks have improved
efficiency and performance after the advent of IT in
recent era.
9) Despite the fact that tacit knowledge is seen as a
strategic valuable resource for organizations that has
the potential to lead sustainable competitive advantage
and superior performance there is less empirical
evidences and research studies that can establish a
causal relationship between the level of tacit
knowledge and organizational performance. Thus, the
findings of this study confirm a positive linear

23. correlation between the level of tacit knowledge items
and non-financial organizational performance. Level of
tacit knowledge was divided into three factors, namely
task knowledge, expertise knowledge, and level of
training. Among these three factors task knowledge
appeared to be the most influential factor on the
organizations‟ performances fallowed by expertise
knowledge. The findings show that level of training
have comparatively less impact on the non- financial
organizational performance.

24. Reference
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MANAGEMENT IN A PARTICIPATION BANK : EVALUATING
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ORGANIZATIONAL PERFORMANCE”
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