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Top1. Introduction
The knowledge management area as a discipline has grown in academia and in research. Evidence from empirical research prove the connection of knowledge management with constructs like innovation, organizational performance, organizational culture, financial performance, leadership, competitive advantage, and creativity (Giampaoli et al., 2017).
The continuous technological advances and the increase of global competition do not only bring opportunities but also challenges for organizations to cope up with such transformations as need for more data-driven processes has increased (Semertzaki, 2017). The data itself is an organizational asset, when data is appropriately managed and analyzed it supports in decision making process (Chang et al., 2019).
In this continues changing world where the only constant is change, the need to turn data into information and information into knowledge is highly critical success factor for all sectors (Tian, 2017).
The knowledge automation has become the part of intellectual business world now. Knowledge automation is a critical aspect of knowledge management, where focus is on the use of machines and software to automate knowledge. Organizations where knowledge is the driving force are using software and machine as a helping tool that help them achieving the tasks and processes automatically. To know how much machine is involved to achieve the task and complete the process, knowledge automation should be measured.
The recognition of knowledge and creativity are considered as significant assets nowadays. Knowledge management encourages creative employee behavior (Muñoz-Pascual, 2017). A strong relationship between knowledge management practices and intermediate activities of creative problem solving and problem-solving speed is highlighted by Giampaoli, et al. (2017).
Knowledge and creativity are widely recognized as the most crucial competitive factors that support and foster an organization’s adaptation and outstanding performance (Bohn, 1994). The root to sustainable competitive advantage is found in nonstop organizational learning, knowledge management (KM) and creativity (Nonaka and Takeuchi, 1995). Following are the objectives of research:
- 1.
to design theoretical framework for knowledge automation and employee creativity
- 2.
to select target population and appropriate sample size
- 3.
to find out relationship between automated knowledge in process ‘opening an account’ and employee creativity
- 4.
to find out relationship between automated knowledge in process ‘depositing in an account’ and employee creativity
- 5.
to find out relationship between automated knowledge in process ‘cashing cheques’ and employee creativity
- 6.
to find out relationship between automated knowledge in process ‘issuing debt cards’ and employee creativity
- 7.
to find out relationship between automated knowledge in process ‘using automated teller machine’ and employee creativity
1.1 Motivation of Study
Knowledge workers deal with the right information to the right people at the right time for better decision-making process and embrace new challenges and opportunities in unpredictable contemporary organizations (Semertzaki, 2017).
Efficiently managing data is the key success of organizations. Organizations which get certified from International Organization for Standardization (ISO) now have to follow new standards of 9001:2015. For quality management systems standards International Organization for Standardization (ISO) 9001:2015 has included the clause 7.1.6 on organizational knowledge (International Organization for Standardization, 2015). The new standard organizational knowledge directs to the information that is used and shared to achieve organizational goals (Chang et al., 2019). By keeping the view of new standard, knowledge automation is studied in this article.