KNOWLEDGE MANAGEMENT AND EMPLOYEE PERFORMANCE: A SYSTEMATIC LITERATURE REVIEW

Systematic literature review in knowledge management and employee performance, in general, has been rapidly performed during the last decade. However, this study discusses knowledge management and employee performance with the aim of this research to research the literature and discussion of articles. The purpose of this study is to review the literature and review the articles related to the effect of knowledge management on employee performance. This study intend to provide comprehensive information on the trends, methodologies, the knowledge management practices and the applications used to knowledge management about improving employee performance. A systematic literature review was conducted, and three screenings were performed to refine the articles. Articles were extracted only from Scopus. A total of 34 articles were considered to meet the selection criteria was reviewed, analyzed, and important information was extracted. The data were processed by using bibliometric tool in VOSviewer and Microsoft Excel. The results of this systematic review give some key learning of the trends on the used to knowledge management about improving employee performance in the last decade and also provide a background for future research related to the fields.

It is now recognized that knowledge plays a dominant role in our everyday lives and in the business world. Information has consistently been significant for humankind and its evolution, as well as for organizational management. The era of knowledge plays an essential role in the economic growth and development of all enterprises (Foray, 2004;Mosconi & Roy, 2013). With the arrival of globalization, knowledge has become an intangible resource generator of permanent competitive advantage (Ikujiro & Hiroshi, 2013;Tunc Bozbura, 2007). Knowledge plays a central role in the differential competitive advantage of organizations and knowledge management (KM) helps them to deal with changes in the business environment (Hansen et al., 1999).
Organizations need to use knowledge in order to improve their performance and to ensure long term viability in the current business environment (Malhotra, 2001). Employee performance suggests employee productivity and efficiency as a result of employee growth (Khan & Jabbar, 2013). Sinha (2001) defined employee performance as depending on the willingness and the openness of the employee to do the job. According to Chien (2015), a successful organization requires employees who are willing to do more than their usual job scope and contribute performance that exceed goal's expectations. In order to produce a good performance today knowledge is trusted as a valuable asset to improve performance, especially employee performance.
Many studies have examined the use of knowledge management in supporting related business world. Knowledge managements have now become a mainstream priority for companies of all sizes. According to the Gartner Group (2007), approximately 80% of KM initiatives have not met all their objectives. Pointed out the importance of literature review to prevent the failure or inefficiency of knowledge management practices, thus, we systematically analyze the literature on KM on the employee performance, by addressing the following research.

MATERIALS AND METHODS OF RESEARCH
The systematic review of the literature in this study is related to knowledge management on employee performance. Systematic literature review is good for locating, selecting, analyzing, appraising and evaluating the literature that is relevant to a particular research question (Denyer & Tranfield, 2009). The preparation of the systematic literature review is carried out based on the Preferred Reporting Items for Systematic Reviews and Meta-Analyzes (PRISMA) approach (Liberati et al. 2009). For this reason, the literature used in this study was taken from several major and respected publishing only from indexed database in Scopus; this is due to an effort to gather high-quality paper related to decision support system in the supply chain. Literature data from 2009-2020 was used in the study, which was obtained by the following keywords: Knowledge Management and Employee Performance.
This study aims to systematically determine the effect of KM on employee performance. For this reason, a systematic review of the articles that investigate the two topics was conducted keywords: Knowledge Management AND Employee Performance. Databases were used to select the articles is only from Scopus to find the related articles. These databases were selected because Scopus produce only peer-reviewed and reliable articles. Database shows total of 68 articles were identified from various journals and publishers. Criteria in selecting articles include articles must be in English; full text is available in accordance with systematic review and research question topics in this study; and is limited to pre-determined journals and databases in this case it was agreed from Scopus.
Three screening were conducted to refine the articles. The first screening was to eliminate duplicate articles and found the relevance articles as much as 10 until resulted that the remaining articles were 58. Furthermore In the second screening, from the remaining number of articles, we have filtered in term of titles and abstracts based on the suitability of articles with the topic on this systematic review. This has resulted in removing 5 articles and obtained 53 articles. The third screening included a full reading, In this screening has resulted in removing 19 articles and 34 articles were found to be useful in the systematic review in this study. Park, Dulambazar, and Rho (2015) investigated knowledge sharing role between organizational social factors and performance. Barrett (2015) investigates need for change in the form of the performance appraisal evaluation process in order to specifically focus on the human capital's contributions to their respective organization's knowledge management efforts. Danescu, and Sandru (2015) pointed out the importance of the employees that are defined as human capital and also to develop an evaluation method of human capital. Hahn, Lee, and Lee, (2015) this study were examine how to maximize employee performance in today's increasingly competitive environment, companies must enhance individual creativity through the effective management of organizational network structures and learning cultures Alhanshi, and Albraiki (2015) investigated that good systems and environment for knowledge sharing will have positive effect on the learning curve of both individual and organization.  Table 1, presents a profile of the reviewed studies. It shows all the articles come from Scopus. 34 articles used in this study came from journals and proceedings, which the finding also obtained that various fields indicate research interest in knowledge management and employee performance. the findings also show that 10 out of 34 articles comes from conference proceedings, which means 29 percent came from conference proceedings and 71 percent from journals, but all article extracted only from Scopus indexed database ( Figure 2).  In Fig. 3, it can be seen that based on bibliometric analysis, three topic group clusters were obtained from 34 articles used in this study. The first red cluster is the main cluster which is the main topic in Knowledge Management and Employee Performance. The second cluster which shown in green is the topic that discusses the approach used, then the third blue cluster is obtained from the application of the built-in Knowledge Management and Employee Performance. The data obtained and used in this study show that in the past 12 years the number of publications specifically on the implementation of knowledge management and employee performance has been increased where the highest publication was in 2015 with 7 articles followed by the publication in 2018 with 5 articles (Fig. 4). In Fig. 5, it can be seen that in the recent years from 2019 and above, it appears that the focus of research related to knowledge management occurred on employee performance.    The results of the study show that the industry that have been investigated in the reviewed articles is in the IT Companies and Government (15%) both were counted with 5 articles found, which includes companies engaged in various IT sectors and those engaged in the public sector. The industrial sector and education is also found (9%) both were counted with 3 articles found. Another sector engaged in the social organization, retail, and also mining and mineral found (6%) with only 2 articles found. Furthermore, the results of this study also found that the following industries such as; Banking, Telecommunication, Pharmaceutical, Logistic, Consulting, Health, Food and Beverage, and also Finance found (3%) with only 1 article. After all there is also found 4 articles as undefined industry.  as a knowledge asset for organization in accordance with what was found in 34 articles. The findings indicated that all the articles were extracted from various organization and industries agreed Knowledge is valuable asset. Fig. 8 presents the approach of the reviewed articles. It shows that 82% of the articles are quantitative, followed by 9% are conceptual articles, 3% have used mix method, and 3% used SDLC method, while only 3% are literature review articles.

CONCLUSION
This research was conducted using a systematic literature review to answering there search questions in the form of "what is the effect of knowledge management (KM) on employee performance?" This study reviewed the literature to present the state of the art in the field of KM and employee performance. A systematic review was conducted and a total of 34 articles were reviewed, analyzed and important information was extracted. The findings indicated that all the articles were extracted from Scopus and Web of Science with the majority were published between 2009 and 2020. Most of the articles investigated the issue of KM and employee performance in Indonesia and Iran then followed by China, America, Pakistan, and Uni Arab Emirates. Followed with the majority of the studies are quantitative researches.
The findings of this study are restricted to the checked on articles. Because of the selection criteria of the articles, just 34 articles were reviewed. The findings also are limited to the scope of this study because it focuses on KM and employee performance. As a path forward, future studies prescribed to expand the scope of this study so that the findings can be progressively generalizable. Future research is recommended to investigate systematically the literature by including other indices such as to focus only on other articles published by Emerald or Science Direct or in specific journal such as the Journal of Knowledge Management. Future studies are recommended to investigate empirically the effect of KM on employee performance and other outcomes such as competitiveness, innovation, and new product development especially in emerging market. More studies are need in government sector and public sector usage of KM to improve the employee performance. Similarly, more studies are needed in IT Companies, Government, Education, Industrial, Banking and also the public sector usage and implementation of KM and employee performance.
Future studies are prescribed to examine the KM utilizing strategies, for example, mix methods or qualitative studies. Literature review studies are recommended also to decide the heading for future works. It is recommended that the sample size in most studies consist of at least 100 in order to fulfill the practical role of using AMOS or PLS. Future research is recommended to expand the sample size and use techniques such as Structural Equation Modeling (SEM). Using AMOS or PLS should depend on the nature of the conducted studies. For this reason, PLS is suggested in explorative nature studies while AMOS for confirmatory studies.