A process model of establishing knowledge management: Insights from a longitudinal field study

Kjærgaard, Annemette; Kautz, Karlheinz

doi:10.1016/j.omega.2006.06.009

Cited by 25 publications

(14 citation statements)

References 23 publications

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“…Kelly and Amburgey 1991;Levinthal 1991;Péli 2009). While active debates continue both regarding the relative significance of these processes in delivering overall change and on the particular processes through which behavioural adaptation occurs within organizations (Burgelman 1991;Kjaergaard and Kautz 2008), we follow a number of scholars (Barnett and Burgelman 1996;Burgelman 1991;Lovas and Ghoshal 2000) by seeing the concepts of 'selection' and 'adaptation' as distinct, but related, aspects of the overall evolution of a population of companies. Consistent with this, Levinthal argues that 'organizational adaptation and environment selection are not conflicting perspectives on change as suggested by early writings, nor simply complementary views as suggested by more recent literature, but are fundamentally interrelated processes of change ' (1991: 144).…”

Section: Evolving Environmental Responses At the Population Level: Prmentioning

confidence: 99%

Exploring and Explaining Patterns of Adaptation and Selection in Corporate Environmental Strategy in the USA

Dahlmann

Brammer

2011

Organization Studies

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While the societal salience of environmental issues appears to have risen substantially in recent years, relatively little is known regarding how environmental responsiveness has evolved over time within business in general, or within particular private sector organizations. In this study we seek to address this deficit by exploring the evolving pattern of environmental strategy within a large sample of US companies over the period 1997 to 2006. Based on evolutionary theories of selection and adaptation as well as Burgelman's strategic change processes, we characterize the pattern of evolving responses to natural environmental issues, distinguish between changes in the overall attention paid to environmental issues that are attributable to the forces of adaptation and selection, and examine the distinctive characteristics of those organizations that have exhibited the most dramatic improvements in their environmental strategy. Our findings indicate that while there is widespread inertia in respect of environmental responsiveness within our sample of companies, those companies that have achieved significant improvements in their environmental strategies do so as a result of a combination of autonomous and induced change processes. Such companies have often recently appointed a new CEO, are relatively strongly engaged in research and development, and have strong prior achievements in environmental strategy.

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Section: Evolving Environmental Responses At the Population Level: Prmentioning

confidence: 99%

Exploring and Explaining Patterns of Adaptation and Selection in Corporate Environmental Strategy in the USA

Dahlmann

Brammer

2011

Organization Studies

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“…This aspect includes four sub-factors, C 11 : specialty, experience, flexibility and knowledge creation ability; C 12 : attitude and recognition toward knowledge management; C 13 : motivation to share knowledge; C 14 : participation, acceptance and learning incentive of innovative technology [13,40,51,58,66,82]. Strategy factor (C 2 ).…”

Section: Identify the Factors Affecting Knowledge Management Successmentioning

confidence: 99%

Using the fuzzy multi-criteria decision making approach for measuring the possibility of successful knowledge management

Chang

Wang

2009

Information Sciences

176

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“…In line with some of our earlier work (Hansen andKautz 2005, Kjaergaard andKautz 2008) we deduced relevant issues directly from the data and examined these issues and their interrelationships more closely, avoiding unnecessary interpretation of the interviewees' statements where possible. In other words, the results informing the cyclic process model were 'grounded' directly in the observed data instead of being produced e.g.…”

Section: Research Approach and Methodsmentioning

confidence: 87%

Tales of IT Consultants: Understanding Psychological Contract Maintenance and Employment Termination

Kautz

Bjerknes

2015

AJIS

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This research investigates the question why dedicated Information Technology (IT) consultants quit their jobs and voluntarily terminate their employment contracts. A research approach inspired by grounded theory is used and as a theoretical contribution a novel, cyclic process model for the maintenance or neglect of the psychological contract between employees and employers is derived from the empirical data. The model is subsequently substantiated through the integration of various concepts and theories identified in the literature, combining the concept of psychological contract with social influence theory and a theory of the relation between intrinsic motivation and management practices. The research is based on a revelatory case study which provides tales from four IT consultants in an IT consulting firm. The model helps to explain IT consultants' behaviour of voluntarily terminating their employment contracts. Additionally, it should assist managers in IT consulting firms to avoid practices which might lead to their employees' loss of intrinsic motivation and result in the loss of valuable employees for the organization.

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A process model of establishing knowledge management: Insights from a longitudinal field study

Cited by 25 publications

References 23 publications

Exploring and Explaining Patterns of Adaptation and Selection in Corporate Environmental Strategy in the USA

Exploring and Explaining Patterns of Adaptation and Selection in Corporate Environmental Strategy in the USA

Using the fuzzy multi-criteria decision making approach for measuring the possibility of successful knowledge management

Tales of IT Consultants: Understanding Psychological Contract Maintenance and Employment Termination

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