The Knowledge Management Spectrum: The Human Factor

Binney, Derek

doi:10.1007/978-1-4471-0187-1_3

Cited by 2 publications

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“…The results suggest that broad organizational initiatives having a systems-level focus on organizational change need to be tempered with a signi®cant focus on how and why individuals adopt KM behaviors. According to Binney (2002), it is the individual's motivation for participating in KM initiatives that management should be trying to understand and manage. Supporting individuals' needs and making the organizational KM environmental their own requires just those factors which emerged from the participants in this study ± trust, sharing, communication and a supportive organizational culture.…”

Section: Discussionmentioning

confidence: 99%

Perceptions of knowledge management: a qualitative analysis

Mason¹,

Pauleen²

2003

Journal of Knowledge Management

108

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This paper reports on the results of a qualitative study of middle managers’ perceptions of knowledge management (KM) implementation in NZ organizations. Data were collected in a survey of 71 attendees of a KM presentation. The data were analyzed using qualitative coding principles. Two core issues were examined – barriers and drivers of KM. Subcategories under barriers were primarily concerned with factors internal to the organization such as organizational culture, leadership, and education. Drivers were mostly external to the organization and included competition, peer pressure, and the need for increased productivity. The results indicate that the way managers manage themselves and their organizations are perceived to be the biggest barriers to KM implementation.

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Section: Discussionmentioning

confidence: 99%

Perceptions of knowledge management: a qualitative analysis

Mason¹,

Pauleen²

2003

Journal of Knowledge Management

108

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“…In the context of this study, digitisation refers to the shift of some interpersonal communication from face‐to‐face channels to digital media such as email and online forums. Our conceptualisation of digitisation is commensurate with the socio‐technical branch of IS, which considers technology in light of its social environment and not just as a technical artefact (Binney, 2002; Coakes, 2002; Coakes et al ., 2002).…”

Section: Introductionmentioning

confidence: 99%

Digitising the R&D social network: revisiting the technological gatekeeper

Whelan

Golden

Donnellan

2011

Information Systems Journal

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This paper examines how the digitisation of the social network, and the resulting interplay between its online and offline components, has impacted the role of the technological gatekeeper in research and development (R&D) settings. Previous studies have firmly established the technological gatekeeper to be a key node in the innovation process -acquiring, translating and disseminating novel information throughout the R&D social network. Drawing on social network analysis and interview evidence from a software R&D group, we find that the gatekeeper role has undergone a division of labour. Theoretically, we contribute to the body of knowledge by developing an updated technological gatekeeper conceptual framework. For practitioners, we identify the competencies exhibited by the small number of communication specialists who are largely responsible for diffusing novel information. We then advise practitioners how to maximise the contribution of these 'stars' to the information flow network.

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The Knowledge Management Spectrum: The Human Factor

Cited by 2 publications

References 0 publications

Perceptions of knowledge management: a qualitative analysis

Perceptions of knowledge management: a qualitative analysis

Digitising the R&D social network: revisiting the technological gatekeeper

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