Knowledge Management for Improved Digital Transformation in Insurance Companies: Systematic Review and Perspectives
Abstract
:1. Introduction
2. Driving Innovation: The Digital Transformation Landscape in the Insurance Industry
3. Knowledge Management for Insurance Companies
- Socialization: Involves the transmission of tacit knowledge through experiences such as verbal exchanges, observation, imitation, and practice.
- Externalization: Entails converting tacit knowledge into explicit form, such as concepts, models, or hypotheses, often through activities like writing a presentation or reaching a consensus on problem-solving.
- Internalization: Involves the assimilation of explicit knowledge for use in different or specific contexts, which can occur through activities like reading documents or participating in team meetings.
- Combination: Refers to the amalgamation of explicit knowledge from various sources to create new explicit knowledge, exemplified by actions like disseminating a pivot table or drafting a meeting report.
- How does KM influence the operations and performance of insurance companies?
- What impact does KM have on the relationship between insurance companies and their customers?
- What processes are necessary to leverage KM effectively?
- What is the relationship between deploying a knowledge management system in insurance and managing innovation for successful digital transformation?
4. Methodology
- Cultural and Regulatory Differences: Different countries and regions have unique cultural norms, regulatory environments, and business practices that influence knowledge management (KM) strategies and practices in the insurance industry. By analyzing publications per country or region, researchers can identify trends, challenges, and best practices that are specific to each context.
- Tailored Solutions: Understanding the context-specific challenges and opportunities in different countries or regions allows for the development of tailored KM solutions. What works well in one country may not be as effective in another due to varying cultural norms, legal frameworks, or market dynamics.
- Comparative Analysis: Analyzing publications per country or region enables researchers to conduct comparative studies, which can yield valuable insights into the relative effectiveness of different KM approaches. By comparing practices across countries or regions, researchers can identify factors that contribute to success or failure and extract lessons that can inform future KM initiatives.
- Global Perspective: Studying publications from diverse countries or regions provides a more comprehensive and global perspective on KM in the insurance industry. This broader view helps researchers identify emerging trends, innovative practices, and universal challenges that transcend geographical boundaries.
5. Results
5.1. Organizational Level
5.2. Technological Level
5.3. Detailed Results
5.3.1. Impact of Knowledge Management in the Insurance Industry
5.3.2. Global Evaluation of KM in the Insurance Industry
6. Asia
6.1. India
- Ensure knowledge alignment with business objectives;
- Define efficient business roadmaps;
- Study KM implementation at various sub-organizations;
- Evaluate the initiative in terms of its business impact: knowledge submission, retrieval, application, and reuse.
- Create logical segmentation of files into centralized folders;
- Manage project versions;
- Implement a tag-based search feature;
- Provide role-based secure access;
- Store metadata and comments (wikis, blogs, discussion threads, calendar, and links).
6.2. Iran
6.3. Taiwan
6.4. Indonesia, Malaysia and Thailand
6.5. China and Hong Kong
6.6. Turkey
6.7. Arab Countries
7. Europe
7.1. Norway and Germany
7.2. France and Greece
8. America (USA)
9. Africa
9.1. South Africa
9.2. Nigeria
10. Australia
11. Discussion
- Facilitate knowledge recording and sharing within teams, fostering a culture of experimentation and innovation;
- Ensure managerial involvement in KM initiatives, aligning organizational and knowledge strategies;
- Strategically align knowledge management with business objectives, maintaining a balanced intellectual capital portfolio.
- Design a robust technological framework for KM, investing in effective digital KM infrastructure;
- Utilize question/answer systems, wikis, blogs, and social apps for enhanced customer and employee engagement;
- Incorporate emerging technologies such as IoT, AI, and BI into the KM system structure for improved efficiency and effectiveness;
- Prioritize data update, security, and sharing practices as essential components of e-insurance KM;
- Implement IT governance best practices to manage KM media effectively and maximize results.
- What are the technological and organizational challenges specific to e-insurance KM?
- How can personalized customer expectations be effectively matched with insurance company knowledge in the digital era?
- What strategies can sustain balanced corporate performance and business growth through KM in the insurance context?
- How can the digital transformation from traditional insurance to e-insurance be effectively managed from a knowledge management perspective?
- What are the optimal technological choices for developing an effective insurance KM system?
12. Conclusions and Perspectives
Author Contributions
Funding
Institutional Review Board Statement
Informed Consent Statement
Data Availability Statement
Conflicts of Interest
References
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KM Capture | KM Modeling | KM Implementation | Domain | Focus | |
---|---|---|---|---|---|
India | Yes | Yes | |||
Iran | Yes | Yes | Yes | e-insurance | Customer |
Taiwan | Yes | life insurance | Enterprise | ||
Indonesia, Malaysia & Thailand | Yes | Yes | Yes | Customer | |
China & Hong Kong | Yes | fraud/policy management/UW/claims | Enterprise | ||
Turkey | |||||
Arab countries | |||||
Norway & Germany | Yes | Customer & Enterprise | |||
France & Greece | Yes | Yes | Enterprise | ||
USA | Yes | Yes | Customer & Enterprise | ||
South Africa | Yes | Yes | |||
Nigeria | |||||
Australia | Yes | Yes |
Continent | Country | Infrastructure | KM | Technology | Transparency & Collaboration | Strategy | IT Investment & Governance | Digital Transformation |
---|---|---|---|---|---|---|---|---|
Asia | India | |||||||
Iran | ||||||||
Taiwan | ||||||||
Indonesia, Malaysia, Thailand | ||||||||
China, Hong Kong | ||||||||
Turkey | ||||||||
Arab Countries | Jordan, Iraq | |||||||
Europe | Norway, Germany | |||||||
France, Greece | ||||||||
America | USA | |||||||
Africa | South Africa | |||||||
Nigeria | ||||||||
Australia | Australia |
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Elgargouh, Y.; Chbihi Louhdi, M.R.; Zemmouri, E.M.; Behja, H. Knowledge Management for Improved Digital Transformation in Insurance Companies: Systematic Review and Perspectives. Informatics 2024, 11, 60. https://doi.org/10.3390/informatics11030060
Elgargouh Y, Chbihi Louhdi MR, Zemmouri EM, Behja H. Knowledge Management for Improved Digital Transformation in Insurance Companies: Systematic Review and Perspectives. Informatics. 2024; 11(3):60. https://doi.org/10.3390/informatics11030060
Chicago/Turabian StyleElgargouh, Younes, Mohammed Reda Chbihi Louhdi, El Moukhtar Zemmouri, and Hicham Behja. 2024. "Knowledge Management for Improved Digital Transformation in Insurance Companies: Systematic Review and Perspectives" Informatics 11, no. 3: 60. https://doi.org/10.3390/informatics11030060