Relationship bonding for a better knowledge transfer climate: An ERP implementation research

Hung, Wei-Hsi; Ho, Chin-Fu; Jou, Jau-Jeng; Kung, Kao-Hui

doi:10.1016/j.dss.2011.09.007

Cited by 50 publications

(49 citation statements)

References 72 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Integrantes da organização e consultores trazem para o projeto diferentes níveis de compreensão dos processos organizacionais existentes e do sistema a ser implementado, de forma que o fator crítico de sucesso não é meramente a reprodução de "melhores práticas", mas o grau de compartilhamento do conhecimento entre os participantes da implementação. (HUNG et al, 2011).…”

Section: A Gestão De Projetos De Ti E a Gestão Do Conhecimentounclassified

Meios de compartilhamento do conhecimento no contexto de projetos de tecnologia da informação

Mussi¹,

Angeloni²

2011

R. eletr. estrat. neg.

View full text Add to dashboard Cite

Este estudo buscou investigar de que forma se configurou o compartilhamento do conhecimento entre as partes envolvidas no projeto de implementação de um sistema ERP (SAP R/3) em uma instituição de ensino superior de Santa Catarina/Brasil. Especificamente, o trabalho investigou os meios de compartilhamento do conhecimento utilizados, seus objetivos e sua influência no projeto em questão. Considerando os objetivos propostos, a abordagem desta pesquisa é qualitativa do tipo estudo de caso. Os dados foram coletados por meio de entrevistas semi-estruturadas, questionários abertos e análise documental. O tratamento e interpretação dos dados são predominantemente qualitativos. Dentre as principais conclusões obtidas pode-se citar a influência significativa do compartilhamento do conhecimento no projeto de implementação do sistema. Foi observada a utilização de vários meios de compartilhamento tanto do conhecimento explícito quanto tácito. Estes meios propiciaram modos de conversão do conhecimento. Finalmente, a análise dos dados conduziu ao entendimento de que a definição dos meios pelos quais o conhecimento é compartilhado e a forma com que esses meios são utilizados podem facilitar ou dificultar o compartilhamento e, consequentemente, a implementação do sistema.

show abstract

Section: A Gestão De Projetos De Ti E a Gestão Do Conhecimentounclassified

Meios de compartilhamento do conhecimento no contexto de projetos de tecnologia da informação

Mussi¹,

Angeloni²

2011

R. eletr. estrat. neg.

View full text Add to dashboard Cite

show abstract

“…If the consultant has relevant experience, he could more easily understand how the firm operates. Hung et al (2012) showed in their study that if the client perceives the consultant as experienced in the project field, its willingness to get new skills would increase. In a knowledge sharing context, Park et al (2015) add that "the perceived expertise of the partner can also increase the partner's trust in the customer" so sharing is facilitated.…”

Section: Importance Of Skills Transfer In Consulting Missionsmentioning

confidence: 99%

“…The consultant is expected to provide the necessary skills to help the client company to manage these projects (Hung et al, 2012). According to Lawrence and Lorsch (1989), the consultant has the necessary knowledge and expertise capacity to solve organizational problems.…”

Section: Importance Of Skills Transfer In Consulting Missionsmentioning

confidence: 99%

“…The top management support helps maintain a suitable environment for knowledge transfer (Hung et al, 2012;Arnett and Wittmann, 2014). Indeed, external intervention (from a consultant) involves structural changes.…”

Section: Top Management Supportmentioning

confidence: 99%

“…Thus, despite the top management support, the client (receiver) could find that interaction with a consultant in the project is unnecessary. In this case, he will not be motivated to build and maintain knowledge or skills transfer climate (Hung et al, 2012). …”

Section: Acquisition Willingnessmentioning

confidence: 99%

See 2 more Smart Citations

Factors Explaining the Skills Transfer in Consulting Missions

Ksentini¹,

Mezghani²

2015

jmr

View full text Add to dashboard Cite

The purpose of this article is to identify the factors that influence skills transfer from a consultant to a client during a consulting mission. A generic model is proposed in order to show the main factors in the context of an emerging country (Tunisia). Indeed, most works on this subject were performed in developed countries and involved the skills transfer in specific projects such as Enterprise Resources Planning (ERP) or research and development projects. This paper deals with three influencing factors that were addressed from previous works. Those factors are associated to: (1) the consultant, (2) the client and (3) the characteristics of skills to be transferred.To test the proposed model, a questionnaire is developed and then addressed to projects managers in 31 Tunisian firms that have recourse to external consultants' services. The collected data are analyzed using Partial Least Squares (PLS) method.The results of data analyses allow concluding that skills transfer is more influenced by factors related to the consultant (project management capabilities, communication competencies and industry experience) as well as the causal ambiguity of skills to be transferred.

show abstract

A Systematic Literature Review of Knowledge Mobilisation and Its Support for Business Decisions Over TwoDecades (1999–2019)

Liu

Alkhuraiji²,

Alkraiji

2021

Integrated Series in Information Systems

View full text Add to dashboard Cite

Relationship bonding for a better knowledge transfer climate: An ERP implementation research

Cited by 50 publications

References 72 publications

Meios de compartilhamento do conhecimento no contexto de projetos de tecnologia da informação

Meios de compartilhamento do conhecimento no contexto de projetos de tecnologia da informação

Factors Explaining the Skills Transfer in Consulting Missions

A Systematic Literature Review of Knowledge Mobilisation and Its Support for Business Decisions Over TwoDecades (1999–2019)

Contact Info

Product

Resources

About