\documentclass[11pt,twoside]{article}\makeatletter

\IfFileExists{xcolor.sty}%
  {\RequirePackage{xcolor}}%
  {\RequirePackage{color}}
\usepackage{colortbl}
\usepackage{wrapfig}
\usepackage{ifxetex}
\ifxetex
  \usepackage{fontspec}
  \usepackage{xunicode}
  \catcode`⃥=\active \def⃥{\textbackslash}
  \catcode`❴=\active \def❴{\{}
  \catcode`❵=\active \def❵{\}}
  \def\textJapanese{\fontspec{Noto Sans CJK JP}}
  \def\textChinese{\fontspec{Noto Sans CJK SC}}
  \def\textKorean{\fontspec{Noto Sans CJK KR}}
  \setmonofont{DejaVu Sans Mono}
  
\else
  \IfFileExists{utf8x.def}%
   {\usepackage[utf8x]{inputenc}
      \PrerenderUnicode{–}
    }%
   {\usepackage[utf8]{inputenc}}
  \usepackage[english]{babel}
  \usepackage[T1]{fontenc}
  \usepackage{float}
  \usepackage[]{ucs}
  \uc@dclc{8421}{default}{\textbackslash }
  \uc@dclc{10100}{default}{\{}
  \uc@dclc{10101}{default}{\}}
  \uc@dclc{8491}{default}{\AA{}}
  \uc@dclc{8239}{default}{\,}
  \uc@dclc{20154}{default}{ }
  \uc@dclc{10148}{default}{>}
  \def\textschwa{\rotatebox{-90}{e}}
  \def\textJapanese{}
  \def\textChinese{}
  \IfFileExists{tipa.sty}{\usepackage{tipa}}{}
\fi
\def\exampleFont{\ttfamily\small}
\DeclareTextSymbol{\textpi}{OML}{25}
\usepackage{relsize}
\RequirePackage{array}
\def\@testpach{\@chclass
 \ifnum \@lastchclass=6 \@ne \@chnum \@ne \else
  \ifnum \@lastchclass=7 5 \else
   \ifnum \@lastchclass=8 \tw@ \else
    \ifnum \@lastchclass=9 \thr@@
   \else \z@
   \ifnum \@lastchclass = 10 \else
   \edef\@nextchar{\expandafter\string\@nextchar}%
   \@chnum
   \if \@nextchar c\z@ \else
    \if \@nextchar l\@ne \else
     \if \@nextchar r\tw@ \else
   \z@ \@chclass
   \if\@nextchar |\@ne \else
    \if \@nextchar !6 \else
     \if \@nextchar @7 \else
      \if \@nextchar (8 \else
       \if \@nextchar )9 \else
  10
  \@chnum
  \if \@nextchar m\thr@@\else
   \if \@nextchar p4 \else
    \if \@nextchar b5 \else
   \z@ \@chclass \z@ \@preamerr \z@ \fi \fi \fi \fi
   \fi \fi  \fi  \fi  \fi  \fi  \fi \fi \fi \fi \fi \fi}
\gdef\arraybackslash{\let\\=\@arraycr}
\def\@textsubscript#1{{\m@th\ensuremath{_{\mbox{\fontsize\sf@size\z@#1}}}}}
\def\Panel#1#2#3#4{\multicolumn{#3}{){\columncolor{#2}}#4}{#1}}
\def\abbr{}
\def\corr{}
\def\expan{}
\def\gap{}
\def\orig{}
\def\reg{}
\def\ref{}
\def\sic{}
\def\persName{}\def\name{}
\def\placeName{}
\def\orgName{}
\def\textcal#1{{\fontspec{Lucida Calligraphy}#1}}
\def\textgothic#1{{\fontspec{Lucida Blackletter}#1}}
\def\textlarge#1{{\large #1}}
\def\textoverbar#1{\ensuremath{\overline{#1}}}
\def\textquoted#1{‘#1’}
\def\textsmall#1{{\small #1}}
\def\textsubscript#1{\@textsubscript{\selectfont#1}}
\def\textxi{\ensuremath{\xi}}
\def\titlem{\itshape}
\newenvironment{biblfree}{}{\ifvmode\par\fi }
\newenvironment{bibl}{}{}
\newenvironment{byline}{\vskip6pt\itshape\fontsize{16pt}{18pt}\selectfont}{\par }
\newenvironment{citbibl}{}{\ifvmode\par\fi }
\newenvironment{docAuthor}{\ifvmode\vskip4pt\fontsize{16pt}{18pt}\selectfont\fi\itshape}{\ifvmode\par\fi }
\newenvironment{docDate}{}{\ifvmode\par\fi }
\newenvironment{docImprint}{\vskip 6pt}{\ifvmode\par\fi }
\newenvironment{docTitle}{\vskip6pt\bfseries\fontsize{22pt}{25pt}\selectfont}{\par }
\newenvironment{msHead}{\vskip 6pt}{\par}
\newenvironment{msItem}{\vskip 6pt}{\par}
\newenvironment{rubric}{}{}
\newenvironment{titlePart}{}{\par }

\newcolumntype{L}[1]{){\raggedright\arraybackslash}p{#1}}
\newcolumntype{C}[1]{){\centering\arraybackslash}p{#1}}
\newcolumntype{R}[1]{){\raggedleft\arraybackslash}p{#1}}
\newcolumntype{P}[1]{){\arraybackslash}p{#1}}
\newcolumntype{B}[1]{){\arraybackslash}b{#1}}
\newcolumntype{M}[1]{){\arraybackslash}m{#1}}
\definecolor{label}{gray}{0.75}
\def\unusedattribute#1{\sout{\textcolor{label}{#1}}}
\DeclareRobustCommand*{\xref}{\hyper@normalise\xref@}
\def\xref@#1#2{\hyper@linkurl{#2}{#1}}
\begingroup
\catcode`\_=\active
\gdef_#1{\ensuremath{\sb{\mathrm{#1}}}}
\endgroup
\mathcode`\_=\string"8000
\catcode`\_=12\relax

\usepackage[a4paper,twoside,lmargin=1in,rmargin=1in,tmargin=1in,bmargin=1in,marginparwidth=0.75in]{geometry}
\usepackage{framed}

\definecolor{shadecolor}{gray}{0.95}
\usepackage{longtable}
\usepackage[normalem]{ulem}
\usepackage{fancyvrb}
\usepackage{fancyhdr}
\usepackage{graphicx}
\usepackage{marginnote}

\renewcommand{\@cite}[1]{#1}


\renewcommand*{\marginfont}{\itshape\footnotesize}

\def\Gin@extensions{.pdf,.png,.jpg,.mps,.tif}

  \pagestyle{fancy}

\usepackage[pdftitle={Integration of Knowledge Management System in Telecommunication: A Case Study of Saudi Telecom},
 pdfauthor={}]{hyperref}
\hyperbaseurl{}

	 \paperwidth210mm
	 \paperheight297mm
              
\def\@pnumwidth{1.55em}
\def\@tocrmarg {2.55em}
\def\@dotsep{4.5}
\setcounter{tocdepth}{3}
\clubpenalty=8000
\emergencystretch 3em
\hbadness=4000
\hyphenpenalty=400
\pretolerance=750
\tolerance=2000
\vbadness=4000
\widowpenalty=10000

\renewcommand\section{\@startsection {section}{1}{\z@}%
     {-1.75ex \@plus -0.5ex \@minus -.2ex}%
     {0.5ex \@plus .2ex}%
     {\reset@font\Large\bfseries}}
\renewcommand\subsection{\@startsection{subsection}{2}{\z@}%
     {-1.75ex\@plus -0.5ex \@minus- .2ex}%
     {0.5ex \@plus .2ex}%
     {\reset@font\Large}}
\renewcommand\subsubsection{\@startsection{subsubsection}{3}{\z@}%
     {-1.5ex\@plus -0.35ex \@minus -.2ex}%
     {0.5ex \@plus .2ex}%
     {\reset@font\large}}
\renewcommand\paragraph{\@startsection{paragraph}{4}{\z@}%
     {-1ex \@plus-0.35ex \@minus -0.2ex}%
     {0.5ex \@plus .2ex}%
     {\reset@font\normalsize}}
\renewcommand\subparagraph{\@startsection{subparagraph}{5}{\parindent}%
     {1.5ex \@plus1ex \@minus .2ex}%
     {-1em}%
     {\reset@font\normalsize\bfseries}}


\def\l@section#1#2{\addpenalty{\@secpenalty} \addvspace{1.0em plus 1pt}
 \@tempdima 1.5em \begingroup
 \parindent \z@ \rightskip \@pnumwidth 
 \parfillskip -\@pnumwidth 
 \bfseries \leavevmode #1\hfil \hbox to\@pnumwidth{\hss #2}\par
 \endgroup}
\def\l@subsection{\@dottedtocline{2}{1.5em}{2.3em}}
\def\l@subsubsection{\@dottedtocline{3}{3.8em}{3.2em}}
\def\l@paragraph{\@dottedtocline{4}{7.0em}{4.1em}}
\def\l@subparagraph{\@dottedtocline{5}{10em}{5em}}
\@ifundefined{c@section}{\newcounter{section}}{}
\@ifundefined{c@chapter}{\newcounter{chapter}}{}
\newif\if@mainmatter 
\@mainmattertrue
\def\chaptername{Chapter}
\def\frontmatter{%
  \pagenumbering{roman}
  \def\thechapter{\@roman\c@chapter}
  \def\theHchapter{\roman{chapter}}
  \def\thesection{\@roman\c@section}
  \def\theHsection{\roman{section}}
  \def\@chapapp{}%
}
\def\mainmatter{%
  \cleardoublepage
  \def\thechapter{\@arabic\c@chapter}
  \setcounter{chapter}{0}
  \setcounter{section}{0}
  \pagenumbering{arabic}
  \setcounter{secnumdepth}{6}
  \def\@chapapp{\chaptername}%
  \def\theHchapter{\arabic{chapter}}
  \def\thesection{\@arabic\c@section}
  \def\theHsection{\arabic{section}}
}
\def\backmatter{%
  \cleardoublepage
  \setcounter{chapter}{0}
  \setcounter{section}{0}
  \setcounter{secnumdepth}{2}
  \def\@chapapp{\appendixname}%
  \def\thechapter{\@Alph\c@chapter}
  \def\theHchapter{\Alph{chapter}}
  \appendix
}
\newenvironment{bibitemlist}[1]{%
   \list{\@biblabel{\@arabic\c@enumiv}}%
       {\settowidth\labelwidth{\@biblabel{#1}}%
        \leftmargin\labelwidth
        \advance\leftmargin\labelsep
        \@openbib@code
        \usecounter{enumiv}%
        \let\p@enumiv\@empty
        \renewcommand\theenumiv{\@arabic\c@enumiv}%
	}%
  \sloppy
  \clubpenalty4000
  \@clubpenalty \clubpenalty
  \widowpenalty4000%
  \sfcode`\.\@m}%
  {\def\@noitemerr
    {\@latex@warning{Empty `bibitemlist' environment}}%
    \endlist}

\def\tableofcontents{\section*{\contentsname}\@starttoc{toc}}
\parskip0pt
\parindent1em
\def\Panel#1#2#3#4{\multicolumn{#3}{){\columncolor{#2}}#4}{#1}}
\newenvironment{reflist}{%
  \begin{raggedright}\begin{list}{}
  {%
   \setlength{\topsep}{0pt}%
   \setlength{\rightmargin}{0.25in}%
   \setlength{\itemsep}{0pt}%
   \setlength{\itemindent}{0pt}%
   \setlength{\parskip}{0pt}%
   \setlength{\parsep}{2pt}%
   \def\makelabel##1{\itshape ##1}}%
  }
  {\end{list}\end{raggedright}}
\newenvironment{sansreflist}{%
  \begin{raggedright}\begin{list}{}
  {%
   \setlength{\topsep}{0pt}%
   \setlength{\rightmargin}{0.25in}%
   \setlength{\itemindent}{0pt}%
   \setlength{\parskip}{0pt}%
   \setlength{\itemsep}{0pt}%
   \setlength{\parsep}{2pt}%
   \def\makelabel##1{\upshape ##1}}%
  }
  {\end{list}\end{raggedright}}
\newenvironment{specHead}[2]%
 {\vspace{20pt}\hrule\vspace{10pt}%
  \phantomsection\label{#1}\markright{#2}%

  \pdfbookmark[2]{#2}{#1}%
  \hspace{-0.75in}{\bfseries\fontsize{16pt}{18pt}\selectfont#2}%
  }{}
      \def\TheFullDate{2012-01-15 (revised: 15 January 2012)}
\def\TheID{\makeatother }
\def\TheDate{2012-01-15}
\title{Integration of Knowledge Management System in Telecommunication: A Case Study of Saudi Telecom}
\author{}\makeatletter 
\makeatletter
\newcommand*{\cleartoleftpage}{%
  \clearpage
    \if@twoside
    \ifodd\c@page
      \hbox{}\newpage
      \if@twocolumn
        \hbox{}\newpage
      \fi
    \fi
  \fi
}
\makeatother
\makeatletter
\thispagestyle{empty}
\markright{\@title}\markboth{\@title}{\@author}
\renewcommand\small{\@setfontsize\small{9pt}{11pt}\abovedisplayskip 8.5\p@ plus3\p@ minus4\p@
\belowdisplayskip \abovedisplayskip
\abovedisplayshortskip \z@ plus2\p@
\belowdisplayshortskip 4\p@ plus2\p@ minus2\p@
\def\@listi{\leftmargin\leftmargini
               \topsep 2\p@ plus1\p@ minus1\p@
               \parsep 2\p@ plus\p@ minus\p@
               \itemsep 1pt}
}
\makeatother
\fvset{frame=single,numberblanklines=false,xleftmargin=5mm,xrightmargin=5mm}
\fancyhf{} 
\setlength{\headheight}{14pt}
\fancyhead[LE]{\bfseries\leftmark} 
\fancyhead[RO]{\bfseries\rightmark} 
\fancyfoot[RO]{}
\fancyfoot[CO]{\thepage}
\fancyfoot[LO]{\TheID}
\fancyfoot[LE]{}
\fancyfoot[CE]{\thepage}
\fancyfoot[RE]{\TheID}
\hypersetup{citebordercolor=0.75 0.75 0.75,linkbordercolor=0.75 0.75 0.75,urlbordercolor=0.75 0.75 0.75,bookmarksnumbered=true}
\fancypagestyle{plain}{\fancyhead{}\renewcommand{\headrulewidth}{0pt}}

\date{}
\usepackage{authblk}

\providecommand{\keywords}[1]
{
\footnotesize
  \textbf{\textit{Index terms---}} #1
}

\usepackage{graphicx,xcolor}
\definecolor{GJBlue}{HTML}{273B81}
\definecolor{GJLightBlue}{HTML}{0A9DD9}
\definecolor{GJMediumGrey}{HTML}{6D6E70}
\definecolor{GJLightGrey}{HTML}{929497} 

\renewenvironment{abstract}{%
   \setlength{\parindent}{0pt}\raggedright
   \textcolor{GJMediumGrey}{\rule{\textwidth}{2pt}}
   \vskip16pt
   \textcolor{GJBlue}{\large\bfseries\abstractname\space}
}{%   
   \vskip8pt
   \textcolor{GJMediumGrey}{\rule{\textwidth}{2pt}}
   \vskip16pt
}

\usepackage[absolute,overlay]{textpos}

\makeatother 
      \usepackage{lineno}
      \linenumbers
      
\begin{document}

             \author[1]{Dr. Abdulaziz O.  Alsadhan}

             \affil[1]{  King Saud University, Riyadh, Saudi Arabia.}

\renewcommand\Authands{ and }

\date{\small \em Received: 15 December 2011 Accepted: 1 January 2012 Published: 15 January 2012}

\maketitle


\begin{abstract}
        


Accelerated business growth has pushed telecommunication companies to implement knowledge management systems to systematically manage knowledge created within the organization. This helps them to retain their competitive edge in the rapid changing telecom sector. This study plan to explore the emerging role of Knowledge Management (KM) system in telecommunication industry. Moreover it also encompasses KM issues related to people and technology in telecom sector. The results of this study are based on field interviews /observations and will be compared with existing body of research in the field.

\end{abstract}


\keywords{saudi telecom, knowledge management, taxonomy, knowledge management strategy.}

\begin{textblock*}{18cm}(1cm,1cm) % {block width} (coords) 
\textcolor{GJBlue}{\LARGE Global Journals \LaTeX\ JournalKaleidoscope\texttrademark}
\end{textblock*}

\begin{textblock*}{18cm}(1.4cm,1.5cm) % {block width} (coords) 
\textcolor{GJBlue}{\footnotesize \\ Artificial Intelligence formulated this projection for compatibility purposes from the original article published at Global Journals. However, this technology is currently in beta. \emph{Therefore, kindly ignore odd layouts, missed formulae, text, tables, or figures.}}
\end{textblock*}


\let\tabcellsep& 	 	 		 
\section[{Introduction}]{Introduction}\par
elecommunication got immense growth in the last few years. Saudi Telecom (STC) is one of the growing telecom sectors worldwide. The rapid growth in this market makes it one of the leading businesses in Saudi Arabia The mutual understanding of sharing expedient data steadily become the most important perspective in STC culture. KM applications deploy in telecommunications refereeing to the real case study, to identify and observe that how management tools impact the whole business process effectively by allocating resources using KM methods. The best methods of attaining vital information need comprehensive investigation through interview, conferences and analysis reviews.\par
Subsequently having skilled experiences from field observation, the main emphasis on different events related to KM methods within the telecommunication business. As for more analysis of strengthen and weaknesses of the KM implementation is concerned, this study suggested some recommendation for improvement because future prospectus of KM development still needs improvement within the industry. 
\section[{a) Role of Knowledge Management in the Telecommunication Industry}]{a) Role of Knowledge Management in the Telecommunication Industry}\par
Telecommunication has taken up a protracted development history in Saud Arabia economy. Typically it is directly liable for the expansion of the service sector within the community. With state-of-the-art IT infrastructure and excellent world network designed, telecommunication business demonstrates its true price to the Saudi Arabia society. Since 2005, telecommunication market in Saudi Arabia is open for keen competition \hyperref[b14]{[13]}. Following STC the other 3 new firms (Mobily, Zain and Atheeb) were licensed respectively to produce telecommunication services on a competitive basis. Consequently, a high level of quality in telecommunication services is obtainable within the market at affordable prices. To maintain glorious service and to survive within the competitive market, individual organization has developed a scientific approach resulting in the achievement of final business goals \hyperref[b12]{[11,}\hyperref[b13]{12]}. 
\section[{b) Serve as important business intelligence}]{b) Serve as important business intelligence}\par
In \hyperref[b1]{[2]} the author claims telecommunication industry as the "Sunset industry" due to the reason of rapid growth in technological developments and product innovations. In the competitive environment, to hold a significant position in the market, business organizations have to keep updated with the global trend and current status about telecommunications. "In view of the business structure, telecommunications are featured with hybrid science of collaborations among people, process and technology". To take more benefit business organizations are concerned to integrate these three components with a consistent and promising management system. The advantage of shared knowledge system is to exchange knowledge from individuals to the whole enterprises, in order to retain valuable information and skillful experiences within the companies. "Besides, intellectual capital from workers offers as knowledge experts for business activities and future development at different aspects. When facing business conflicts and production problems, the knowledge intensive process works with the case by providing effective solutions for performance improvement. In addition, business intelligence enhances communications among departments so that co-operative team production can be more integrated with strong collaboration from different divisions. Having a high degree of accuracy and accessibility for informationenables the organizations to respond more quickly upon market changes and decision-making" \hyperref[b1]{[2]}. 
\section[{c) Keep along as good practice captured}]{c) Keep along as good practice captured}\par
In \hyperref[b1]{[2]} the authors also demonstrate that now a days KM is the essential parameter for industrial growth. By employing professional experts and consultants, workers are trained with the use of KM in order to follow creative ways for the successful achievements of business targets. The interactions between workers and understanding between departments are enhanced by incorporating KM as the key production mechanism. Finding new production processes with the idea of KM, enhance the business feats. Such learning is useful which flows around in the KM cycle for creating new thinking. 
\section[{d) Manage relationships with key customers}]{d) Manage relationships with key customers}\par
The authors argued that People are the primary core in knowledge management application in the telecommunication market, to assimilate several informative connections to form inventive business knowledge. For conventional telecommunication company, typically sales persons work at the forefront in the business fabrication and deal with consumers to provide high-quality services and in return, gets frequent business connections. By the resources of KM, data is held and kept with suitable arrangements so that it can be easily regained and transported concerning different needs urged from employees. In the past, employees had to hunt out the material in persons and such cases really tool up a long time and even a high cost for business processes \hyperref[b1]{[2]}.\par
The paper is organized as follows. Section 1 presents the literature review. Section 2 describes Saudi Telecom (STC) as a case study. Section 3 lists findings and results of implementing KM in STC. Finally section 4 concludes the paper. 
\section[{II.}]{II.} 
\section[{Literature review}]{Literature review}\par
The general introduction of KM is a) What is KM?\par
In \hyperref[b7]{[6]} the authors give the best and simple definition that KM is the set of processes that seeks to change the organization's present pattern of knowledge processing to enhance it and its outcomes. 
\section[{b) KM in Telecommunications Industry}]{b) KM in Telecommunications Industry}\par
KM is crucial to all or any styles of trades which might facilitate the organizations to think about how to capture the tenant information within the organization. Mostly in telecommunication sector throughout the world, a large number of data staff have been hired to perform the schedule operation of the organization, it is vital for them to speak and share their knowledge. Therefore, telecom corporations today are willing to invest and capture the maximum amount of knowledge as attainable from their most experienced staff. Some massive telecommunications service provider begins to form a senior-level management position in their organization to make sure that KM operates effectively \hyperref[b8]{[7,}\hyperref[b9]{8]}. According to authors in \hyperref[b17]{[16]},some reputable telecom corporations like British Telecom, AT \& T, and Deutsche Telekom have created chief information officer positions in their organization., It demonstrates the fact that the telecommunications industry believe that intellectual assets have worth.\par
The following numerous factors identified in \hyperref[b17]{[16]} which are important for an effective KM systems in telecommunication sector.\par
i.\par
IT supports needs to be adequate in both scale and communications response time. ii.\par
Database should include user-friendly search capabilities. iii.\par
Tools in the search engine need to pinpoint the proper information when requested. iv.\par
Processes need to support the facilitation of information retrieval and must be in place to assist in the creation of new information. v.\par
System performance metrics should be maintained in order to help to determine the criteria for new data to enter the system. vi.\par
Type of data to be available must pass tests defined in the design phase, it should be limited to information that will increase the performance of employees or improve the customer's experience. vii.\par
Effective incentives and supportive core values should be encouraged to the most expert employees to share their knowledge.\par
People conjointly perpetually argue that the advantages of information management systems seem to be too theoretical to measure; the subsequent is an example of returns from implementing KM in telecommunication trade \hyperref[b6]{[5]}. Quantification of advantages is most blatant in client service sectors like sales and client support department for instance, a client service center may use a KM system to assist service representatives to spot the supply of issues by listing troubleshooting measures that were successful within the past. Therefore, additional issues are resolved with one decision in client service centers \hyperref[b0]{[1]}. Telecommunications service suppliers have used KM systems to extend their sales productivity. Sales representatives tend to concentrate on those services sold successfully in past. KM systems will assist to extend sales services by providing data to the sales representative in smaller amount. \hyperref[b10]{[9,}\hyperref[b11]{10,}\hyperref[b18]{17]}.\par
The progressive development made in ontologies to represent knowledge. The aim of developing ontologies is to provide flexibility and richness in KM. To develop semantics KM, researchers paying attention to contribute significantly in developing theoretical and practical understanding of ontologies \hyperref[b4]{[3,}\hyperref[b5]{4]}.\par
The authors describe a research project to deploy knowledge networks in a high technology company. The aim of implementing this project was to make deep understanding of network setup and show to be sustained. In this paper two different projects are discussed with two different level of maturity and some tentative modules were analyzed as follows \hyperref[b15]{[14,}\hyperref[b16]{15]}. ? To categorize and support knowledge activists. ? Apply strategic agenda to put knowledge networks. ? Major organizational changes may be vulnerable to formal networks.\par
? To build and understand that how formal networks can coincide with line organization.\par
III. 
\section[{Stc case study}]{Stc case study}\par
This section elaborates the present study and investigation on integration of KM implementation with STC.    This visual representation gives a view of all the data, information and knowledge -internal and external-required by STC to create and capture value common to all stakeholders, this representation of the business concepts will easily enable everyone in STC to interact and therefore will be used to create a Knowledge Base.  The concepts lists will be completed by STC across knowledge areas to obtain a version 1 of the lists as addition is possible after periodic intervals.   of quick wins (ease of implementation and business impact). Below are the first two: Initiative Name: Finance to develop and share business rules for STC-specific concepts (from the taxonomy) across all sectors.\par
Project Description ? STC specific concepts may be defined in different ways, and need to be explicitly defined \& commonly agreed upon across STC ? Business Rules will define them so as to be generally accepted across the entire organization ? Examples of STC specific concepts ? Revenue (defined for STC based on revenue recognition) ? Churn (defined for STC based on when a customer is designated as churning) ? Concepts defined by Business Rules need to be tagged (marked out) in Systems and Media. Users will then be able to refer to the definitions of these concepts and reaffirm their understanding of the term Objectives Provide a common definition for key business concepts used across STC, so as to ? Have a common understanding of STC-specific concepts ? Ensure that these concepts are used systematically for all content across the organization \begin{figure}[htbp]
\noindent\textbf{12}\includegraphics[]{image-2.png}
\caption{\label{fig_0}Fig. 1 :Fig. 2 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{4}\includegraphics[]{image-3.png}
\caption{\label{fig_1}Figure 4 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{5}\includegraphics[]{image-4.png}
\caption{\label{fig_2}Fig. 5 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{6}\includegraphics[]{image-5.png}
\caption{\label{fig_3}Fig. 6 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{7}\includegraphics[]{image-6.png}
\caption{\label{fig_4}Fig. 7 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{8}\includegraphics[]{image-7.png}
\caption{\label{fig_5}Fig. 8 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{9}\includegraphics[]{image-8.png}
\caption{\label{fig_6}Fig. 9 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{60}\includegraphics[]{image-9.png}
\caption{\label{fig_7}Fig. 60 KM}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{82}\includegraphics[]{image-10.png}
\caption{\label{fig_8}Fig. 82 KM}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{}\includegraphics[]{image-11.png}
\caption{\label{fig_9}Deliverables?}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{}\includegraphics[]{image-12.png}
\caption{\label{figure12}}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{}\includegraphics[]{image-13.png}
\caption{\label{figure13}}\end{figure}
 			\footnote{© 2012 Global Journals Inc. (US)Global Journal of Computer Science and Technology} 			\footnote{© 2012 Global Journals Inc. (US)} 		 		\backmatter  			 
\subsection[{Year Year}]{Year Year}\par
Integration of Knowledge Management system in Telecommunication: A case Study of Saudi Telecom IV. 
\subsection[{Findings and Analysis of the Case Study}]{Findings and Analysis of the Case Study}\par
KM integration in Telecom sector helps to improve monitoring, assessing, etc., STC has also implemented various policies to improve some functional units of customer services and attain satisfactory result up to some extent. But still exist a little resistance from functional unit's staff. The following areas in customer services have been improved. ? The ability of front line to solve customer complaint. ? Realizing of needs of customer service center and marketing department. ? The functional units level of communication.\par
In result of achieving such e benefits, management has considered some changes in the future, such as: ? Dedicated functional unit to track the quality of service (QoS). ? Improve marketing environment and tools, e.g. online marketing, marketing through games and competition, to improve the self-service motivation. ? Giving more authority to the outstanding performing employees. ? Staff has given incentives and awards on their performance to motivate him for future.\par
V. 
\subsection[{Conclusion}]{Conclusion}\par
Learning from the real case study, literature and KM text books, maintaining the sustainability of KM is a long term task. It concludes that success of KM project in an organization depends on the involvement and contribution of all the parties, especially strong initiative and passionate Top Management. The inter-related characteristics of KM create the complexity on real world practice. In order to develop an Enterprise-wide KM, an integrated view must be adopted. The courtesy should not be only given to theoretical and technology aspects, but also the cultural adoption and education among the participants needs to be given more attention.\par
This study helps in implementing different policies to improve various functional units and achieve satisfactory results. Customer services also improved like ability of front line to solve customer complaints, to realize needs of customer service and marketing departments.\par
This study also gives clue to management for future change such as to track quality of service (QoS), Improve marketing environment using various tools i.e. online marketing, marketing through games and competition\par
In this study, the paper outlined the role of KM in the telecommunication industry. On the basis of Literature review, KM integration and implementation is analyzed in Saudi Telecom (STC) as a case study and finally some findings and results are highlighted.			 			  				\begin{bibitemlist}{1}
\bibitem[Ying and Ching]{b1}\label{b1} 	 		\textit{},  		 			Chang Mei Ying 		,  		 			Windy; Chow Wai Ching 		.  		Vivian.  	 
\bibitem[Huen Mei Ying and Kwan]{b2}\label{b2} 	 		\textit{},  		 			Harmony; Lam Tsz Huen Mei Ying 		,  		 			Kwan 		.  		Katherine.  	 
\bibitem[Nonaka ()]{b12}\label{b12} 	 		\textit{},  		 			I Nonaka 		.  	 	 		\textit{The Knowledge creating company}  		1991. 6  (8)  p. .  	 	 (Harvard Business Review) 
\bibitem[ Office of the Telecommunications Authority ()]{b14}\label{b14} 	 		\textit{},  		 \url{http://www.ofta.gov.hk/en/index.html}  	 	 		\textit{Office of the Telecommunications Authority}  		2007.  	 
\bibitem[Lewis-Chan ()]{b9}\label{b9} 	 		‘BUILDING POWER TOOLS FOR KNOWLEDGE WORKERS’.  		 			Betsy Lewis-Chan 		.  	 	 		\textit{Knowledge Management Review}  		1998. 1  (5)  p. .  	 
\bibitem[Minogue-White ()]{b11}\label{b11} 	 		‘CAPITALIZING ON INTERNAL EXPERTISE AT ORANGE’.  		 			Lisa Minogue-White 		.  	 	 		\textit{KM Review}  		2006. 9  (5)  p. .  	 
\bibitem[Auckland ()]{b0}\label{b0} 	 		‘COMPETING THROUGH KNOWLEDGE’.  		 			Marc Auckland 		.  	 	 		\textit{Knowledge Management Review}  		1999. 1  (6)  p. .  	 
\bibitem[Schönström ()]{b16}\label{b16} 	 		‘Creating knowledge networks: lessons from practice’.  		 			M Schönström 		.  	 	 		\textit{Journal of Knowledge Management}  		2005. 9  (6)  p. .  	 
\bibitem[Malhotra ()]{b10}\label{b10} 	 		‘Deciphering the Knowledge Management Hype’.  		 			Y Malhotra 		.  	 	 		\textit{Journal for Quality \& Participation}  		1998. 53 p. .  	 
\bibitem[Firestone and Mcelroy ()]{b7}\label{b7} 	 		‘Doing knowledge management’.  		 			Joseph M Firestone 		,  		 			Mark W Mcelroy 		.  	 	 		\textit{Learning Organization, The},  				2005. 12 p. .  	 
\bibitem[Orlikowski ()]{b15}\label{b15} 	 		‘Knowing in practice: enacting a collective capability in distributed organizing’.  		 			W J Orlikowski 		.  	 	 		\textit{Organization Science}  		2002. 13  (3)  p. .  	 
\bibitem[Davies ()]{b5}\label{b5} 	 		‘Knowledge Management’.  		 			N Davies 		.  	 	 		\textit{BT Technology}  		2000. 62 p. .  	 	 (Journal) 
\bibitem[Yeung Sum Sze ()]{b3}\label{b3} 	 		\textit{Knowledge Management cases in Asia/Knowledge Management Practice in Telecommunication Industry Commissioned Report},  		 			Cissie Yeung Sum Sze 		.  		2010. London.  	 
\bibitem[Dykeman ()]{b6}\label{b6} 	 		‘Knowledge management moves from theory toward practice’.  		 			J Dykeman 		.  	 	 		\textit{Managing Office Technology}  		1998. 43 p. .  	 
\bibitem[Wiig ()]{b18}\label{b18} 	 		‘Knowledge Management: Where Did it Come From and Where Will It Go?’.  		 			K Wiig 		.  	 	 		\textit{Journal of Expert Systems with Applications}  		1997. 13  (1)  p. .  	 
\bibitem[Kogut and Zander ()]{b8}\label{b8} 	 		‘Knowledge of the firm, combinative capabilities, and the replication of technology’.  		 			B Kogut 		,  		 			U Zander 		.  	 	 		\textit{Organization Science}  		1992. 3  (3)  p. .  	 
\bibitem[Strouse ()]{b17}\label{b17} 	 		 			Karen G Strouse 		.  		\textit{Strategies for Success in the New Telecommunications" Marketplace. Boston: Artech House Telecommunications Library},  				2001.  	 
\bibitem[Coleman ()]{b4}\label{b4} 	 		‘Taking the best approach to knowledge management’.  		 			D Coleman 		.  	 	 		\textit{Computer Reseller News}  		1998. 791 p. .  	 
\bibitem[Nonaka and Takeuchi ()]{b13}\label{b13} 	 		\textit{The Knowledge-Creating Company -How Japanese Companies Create the Dynamics of Innovation},  		 			I Nonaka 		,  		 			H Takeuchi 		.  		1995. New York: Oxford University Press.  	 
\end{bibitemlist}
 			 		 	 
\end{document}