Developing a knowledge-based business has become a major strategy for many organizations to sustain growth. Successful Knowledge Management initiatives require development of organizational cultures that facilitate learning for individuals and organizations themselves.

Knowledge is becoming one of the most valuable assets in organizations for a set of well-known reasons. Global competition has been increasing at a great pace; thus, what is useful today may become obsolete tomorrow. In such a rapidly changing milieu, knowledge-based business is seen as a paragon to help organizations sustain growth. The application of Knowledge Management (KM) facilitates organizations to maintain competitive advantage through leveraging intellectual capital or the knowledge residing in the mind of individuals and organizational memory. There is greater realization that sustainable competency depends upon an organization's capacity to create, store, transfer and apply knowledge through an ongoing and continuous process of learning.

Yet, effective KM requires a supportive collaborative culture, a KM Culture (KMC) in order to facilitate knowledge creation, storage, transfer and application. Developing an integrated approach to establish a KM System (KMS) entails a number of implications on organizational structure and, critically, Human Resource Management (HRM). These are the key areas and issues of this piece.

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