Managing Knowledge and Managing Knowledge Work: What we know and what the Future holds

Newell, Sue

doi:10.1057/jit.2014.12

Cited by 71 publications

(69 citation statements)

References 152 publications

(149 reference statements)

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“…The focus on human resources is also relevant from the point of view that strategists are constantly challenged by the conflicting demands of exploiting existing organizational knowledge to create efficiencies and, at the same time, exploring new knowledge in being innovative (Newell, ). Thus, while strategists are required to implement ‘codified solutions’ (Galliers, , p. 331) – for instance those prescribed by Kaplan and Norton's Balanced Scorecard framework (1996, 2001) as applied in Martinsons et al () – they often face the need to improvise (Ciborra, ) when the planned strategy cannot be accomplished in its entirety.…”

Section: Is Strategy and Strategizing: An Overviewmentioning

confidence: 99%

A reflection on information systems strategizing: the role of power and everyday practices

Marabelli

Galliers

2016

Information Systems Journal

112

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We review the IS strategizing literature and highlight its main strengths and weaknesses. Strengths include an account given to the relevance of tensions between planned and executed strategy, and associated tradeoffs such as rigidity and flexibility, formal and informal strategizing and the exploitation of static resources vis à vis the exploration of novel capabilities. Weaknesses relate to a predominant focus on an organizational level of analysis and a lack of power considerations. In this paper we aim to build on these strengths and to ameliorate these weaknesses by proposing a comprehensive IS strategizing framework that uses extant IS strategizing research as a foundation, rejuvenated by insights from the emerging strategy‐as‐practice literature. The paper extends our understanding of IS strategizing in light of the practice perspective by providing a multilevel account and incorporating power considerations.

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Section: Is Strategy and Strategizing: An Overviewmentioning

confidence: 99%

A reflection on information systems strategizing: the role of power and everyday practices

Marabelli

Galliers

2016

Information Systems Journal

112

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“…Knowledge creation and knowledge transfer have been recognised as distinctive stages during the KM process (Lech, 2014;Newell, 2015). Maditinos et al (2012) This study shows ways to overcome the cultural barriers to knowledge sharing.…”

Section: Knowledge Lifecycle and Stagesmentioning

confidence: 93%

“…The "knowledge network model" in Figure 6 demonstrates all stakeholders/actors involved in an ERP system's implementation and the direction of knowledge flow between the stakeholders. It is believed that business performance depends on the smooth flow of knowledge between stakeholders, rather than pure access to knowledge by individuals (Lech, 2014;Newell, 2015). The stakeholders are divided into two main groups; internal (client) and external (vendor).…”

Section: Knowledge Flow Within Client Top Levelmentioning

confidence: 99%

Empirical evidence of an integrative knowledge competence framework for ERP systems implementation in UK industries

Jayawickrama

Liu

Smith

2016

Computers in Industry

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Enterprise Resource Planning (ERP) systems can greatly improve business productivity and better serve customers by creating values through integrating business processes and sharing current information. Knowledge management (KM) is crucial for ERP systems implementation, but is particularly demanding task. This paper discusses ERP systems implementation in UK manufacturing and service sector organisations, focusingon empirical evidence of an innovative KM approach for improving knowledge competence for ERP success. Qualitative research was conducted, using semi-structured interviews with ERP experts. Data analysis used a combination of thematic and comparative analysis. The findings suggest that the integrative knowledge competence framework can provide ERP practitioners with useful guidance on what the key knowledge determinants are and how the relationships between knowledge components should be best managed to achieve ERP systems implementation success in real life business situations.

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“…non-rational) device that is underpinned by an objectivist epistemology, this study is positioned to scrutinize the concept from an alternative practice-based perspective on knowledge (Newell, 2015). In the next section we contextualize this study of IT service professionals practising their 'craft' by reflecting upon knowledge hoarding as a rhetorical device employed within the 'best practices' that are widely diffused across the realm of IT service management.…”

Section: Knowledge Hoarding: From Rhetoric To Reificationmentioning

confidence: 99%

The rhetoric of “knowledge hoarding”: a research-based critique

Trusson

Hislop

Doherty

2017

JKM

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Article accepted for publication in Journal of Knowledge Management, 03/08/17. AbstractPurpose -Via a study of IT service professionals, this article responds to a recent trend towards reifying 'knowledge hoarding' for purposes of quantitative/deductive research. A 'rhetorical theory' lens is applied to reconsider 'knowledge hoarding' as a value-laden rhetoric that directs managers towards addressing assumed worker dysfunctionality.Design/methodology/approach -A qualitative study of practicing IT service professionals (assumed within IT service management 'best practice' to be inclined to hoard knowledge) was conducted over a 34 day period. 20 workers were closely observed processing IT service incidents and 26 workers were interviewed about knowledge sharing practices. Findings -The study found that the character of IT service practice is more one of pro-social collegiality in sharing knowledge/know-how than one of self-interested strategic knowledge concealment. Research limitations/implications -The study concerns a single occupational context. The study indicates that deductive research that reifies 'knowledge hoarding' as a naturallyoccurring phenomenon is flawed, with clear implications for future research.Practical implications -The study suggests that management concern for productivity might be redirected away from addressing assumed knowledge hoarding behaviour and towards encouraging knowledge sharing via social interaction in the workplace. Originality/value -Previous studies have not directly examined the concept of knowledge hoarding using qualitative methods, nor have they considered it as a rhetorical device.

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Managing Knowledge and Managing Knowledge Work: What we know and what the Future holds

Cited by 71 publications

References 152 publications

A reflection on information systems strategizing: the role of power and everyday practices

A reflection on information systems strategizing: the role of power and everyday practices

Empirical evidence of an integrative knowledge competence framework for ERP systems implementation in UK industries

The rhetoric of “knowledge hoarding”: a research-based critique

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