The emergence of knowledge management (KM) in recent decades as a result of numerous academic, societal and commercial activities. The roots extend further for millennia, to particular countries in the west and east. Meanwhile, others, related to recent cognitive and information sciences (Wiig, 2000). KM itself has become an important approach to an organization whose complexity often arouses the ire of information systems (IS) researchers. But the field is still considered to be in development for quite a long time. People tasked with thriving in a competitive environment have often worked their hardest to create the best knowledge in their area of ​​expertise. Say no to plagiarism. Get a tailor-made essay on “Why Violent Video Games Should Not Be Banned”? Get an original essay A combination of knowledge and other information communications (IC) act as two principles within the organization (Steward 1997; Sveiby, 1997). They have created the key resources for effective activities and are valuable assets for exchange or sale (Wiig, 2000). IS researchers, for example, have begun to encourage IS education. It is notably known as Knowledge Management System (KMS). The importance of KMS is to assist in the creation, transfer and application of this knowledge to the organization (Alavi & Leidner 2001). KM is defined as a process by which a systematic method is used to understand, construct, manage and disassemble knowledge within the organization. Thus, make an organization work faster, use the same good methods and reduce the cost of different projects (Nonaka & Takeuchi, 1995; Pasternack & Viscio 1998; Pfeffer & Sutton, 1999; Ruggles & Holtshouse, 1999). Nevertheless, an organization strives to continually improve knowledge management, just like competitors who want to maintain knowledge management practices. These practices are becoming more sophisticated and far out of reach and must come from the historical roots of the knowledge-based perspective (Wiig, 2000). To uncover future opportunities, researchers must pay attention to the power of past GC. According to Wiig (2000), knowledge management has so far presented complicated and unsystematic aspects. However, in the 13th century, it took into account the methodical and philistine perspective of knowledge management (Wiig, 2000). Many researchers have pointed out that the current focus on knowledge in the field of knowledge management is moving towards business efficiency. Although there is the emergence of effective behavior to foster competitive excellence, many factors must also be understood (Boulding, 1966; Cronin, 1986). Alavi and Leidner (2001) emphasize that the perspective of knowledge of the services provided by valuable assets is based on the integration of know-how and knowledge. This is applied in the organization. However, knowledge resources are difficult to understand and socially abstruse. Knowledge is embedded in the business and can be implemented across multiple sections including culture, identity, daily routines, systems as well as individual employees. If the organization is able to apply this knowledge and view it as an asset, it may be able to produce a long-term sustainable competitive advantage. But to achieve this, information technology plays an important role in making it happen. To do this, renowned researchers,particularly in the computer science literature, often seek to understand knowledge by differentiating between knowledge, information and data (Alavi and Leidner, 2001). Fahey and Prusak (1998) described that if knowledge is no different from data or information, there is nothing great about knowledge management. From a general perspective, data is treated as numbers and raw facts, while information is treated as processed data and knowledge is real information (Dretske, 1981; Machlup, 2014; Vance, 1997). However, knowledge is information held by individuals. It is processed as personalized information which may or may not correspond to facts, rules, procedures, concepts, scope and judgments. The radical appearance of knowledge can be related to other forms of IS. It is often aimed at individuals capable of attributing meaning to information and acquiring knowledge contained in information or data (Alavi and Leidner, 2001). By focusing the mind on this prospective knowledge, it allows individuals (users) to expand their knowledge and apply it to organizational needs (Alavi and Leidner, 2001). In line with knowledge, it is suggested that knowledge management focuses on strategic advancement and the creation of intellectual capital. By applying the different knowledge concepts, each view can be seen as different ways of managing knowledge and another different perspective of the role when assisting KM. Discussion and analysis. The roots of knowledge management. Nowadays, schools and universities aim to provide the necessary support courses to minority leaders in knowledge management. The knowledge they acquire comes from philosophical thinking while others come from particular environmental expertise. Meanwhile, the rest were absorbed into learning thanks to reforms by educators and business leaders. The recent intellectual roots of KM come from explaining the economic driving forces of the “knowledge age” and the resulting 20th century measures to build capacity (Kelly, 1996; Romer, 1989). Wiig (2000) asserted that the roots of knowledge management can be further drawn from the historical efforts and results of the 20th century to improve efficiency, as explained below: - Historical Efforts. I. Religion and philosophy. Instilling the character and nature of knowledge and sanctions in individuals to “think for themselves”. II. Psychology. Understand the important role of knowledge in human cognition. III. Economic and social sciences. Recognize the importance of knowledge in society. IV. Business theory. Understand work activities and its organization. 20th century results for improving efficiency I. Taylorism. Also known as labor streamlining. Includes total quality management (TQM) and management science to define effectiveness. II. Psychology, Cognitive Sciences, Artificial Intelligence (AI) and Learning Organization. Improving faster than the competition thus provides the basis for people to be more effective. 3.2 Driving forces influencing knowledge management The driving forces behind KM can be explained by the evolution of several factors. Knowledge management is essential for driving forces such as competition, market demands, new operational and management practices. This may also include the availability of knowledge management approaches and technologyinformation (Wiig, 2000). The driving forces that influence KM are classified into two: external driving forces and internal driving forces. External driving forces. Indeed, to remain competitive, most organizations must be agile and operate in a fast-paced and constantly changing environment. Their growth and success are often subject to their ability to use external forces wisely. Wiig (2000) stated that external factors such as globalization, sophisticated customers and competitors must be taken into account if organizations are to be agile in fast-growing environments. I. Globalization. With the increasing number of companies going global, international trade has also increased recently. Companies tend to compete to increase their sales volume by selling low-cost products or services. Products once created in the local country can now be assembled from multiple sources around the world at low cost (Wiig, 2000). Take an example, the smartphone we use daily, some parts are manufactured in different countries even if the brand itself is largely from well-known countries like the United States or Korea. The limited resources of developed countries are now found in developing countries. Although production capabilities and services can be found in advanced countries with management knowledge and know-how to achieve development, they act as fierce competition to ensure survival and efficiency in terms of operations. , marketing and development of products and services. II. Sophisticated customers. If businesses want to prosper and grow, they must listen to customer demands. One of the reasons Toys R Us failed was that the company didn't listen to its customers. Nowadays, customers prefer better features, new requirements, high quality products, reasonable prices and quick return in terms of products and services (Wiig, 2000). In the case of Toys R Us, the company does not take into account that customers prefer to buy online rather than going to a physical store (Hartung, 2017). By failing to invest in e-commerce, this led to the company losing its customers and thus going bankrupt (Lutz, 2017). III. Sophisticated competitors. Indeed, the reminder of continuous improvement in every organization is the competitors. Without competitors, the organization cannot constantly try to innovate to produce better products, services and practices. The organization may need to implement technological advancements using new technologies and knowledge practices to ensure that it is able to meet the demands of developing more competitive expertise (Wiig, 2000 ). A good example would be Apple versus Samsung. In order to compete to become the world's number one brand in the smartphone industry, they simultaneously continue to improve their technologies and use their knowledge to create better products and services specifically for their customers. Other internal factors called sophisticated suppliers may also need to be considered for the compelling case in favor of knowledge management. Internal driving forces. Apart from the visible factors manifested by the organization, it is also important to look at the internal driving forces. In an organization, the creation of numerous processes and activities has provided favorable circumstances for better knowledge management. While in some cases it could be handled the opposite way. Here issome examples of significant changes: I. The obstacle to organizational effectiveness In general, organizational effectiveness is limited by workflows within the organization, access to information and others. The barrier itself has been reduced through continuous improvement and investment in technologies such as computing, integrated circuits and logistics. Even the work and tasks of the staff have been assigned correctly and the information is improved with better accuracy, complete and timely for decision making (Wiig, 2000). Instead of focusing on the inefficient and daily routine, today's demand focuses on more efficiency and intelligent behavior on the part of the individual within the organization. Bottlenecks (barriers) from the typical, tangible domain to knowledge-related perspective may require better understanding and improved expertise (Wiig, 2000). II. Enhancing technological efficiency Through the use of KM methods, advancements in information management, technology and the application of AI are made possible (Wiig, 2000). Proof can be demonstrated through collaboration of collaborative work, ability to code for knowledge bases, performance support system (which can be learned via the academic module in certain circumstances) and advancement of engines research (Wiig, 2000). A good example of the advancement of search engines would be the Google search engine itself, in which specific words and queries can be used to search for particular topics. III. Understanding Human Cognitive Ability Third, the reason behind the internal strengths of KM would be the understanding of how the intellectual and mental of people act as the center of an effective organization (Wiig, 2000). Similar to the subject acquired by human resource management and organizational behavior, people play a role for effective KM in the organization. By integrating understanding of cognitive functions such as mental models and how knowledge is understood, they can affect decision making and knowledge-based work when developing knowledge management strategies (Wiig, 2000 ). Without understanding human cognitive aspects, the organization might not be able to move forward and would continue to repeat the same mistake without making progress. 3.3 Knowledge management in the future KM practitioners perceive that KM has introduced new characters into the organization (Wiig, 2000). Knowledge management capabilities are currently booming as managers at all respective levels of the organization must act to become smarter in their work and more agile in the face of the demands of advanced technologies and downsizing. Traditional practices are not suited to the high-tech environment and transient employment of recent days (Warier, 2003). As highlighted earlier, KM methods and technologies can help organizations improve not only the quality of their products, but also examine their processes and meet their customers' expectations. Imagine that KM is seen as an object or associated with access to information, then KM would be seen as the development and management of knowledge stocks. If viewed as a process, then it can focus on knowledge flow, knowledge creation, sharing and distribution. (Alavi and Leidner, 2001). Knowledge management is quite broad and has very different meanings. It depends on how the.