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fbtwitterlinkedinvimeoflicker grey 14rssslideshare1
Pan, Shan-Ling
Languages: English
Types: Doctoral thesis
Subjects: HD28
Knowledge has been identified as one of the most important resources that contribute to\ud the competitive advantage of an organisation. The organisational and social issues\ud associated with the development, implementation and use of information technology have\ud increasingly attracted the attention of knowledge management researchers. This study is\ud based on an empirical investigation of knowledge sharing processes from a dispersed\ud international organisation, Buckman Laboratories.\ud Through a socio-technical perspective, this research traces the interactions between\ud knowledge sharing practices and the organisational context. The conditions surrounding\ud the organisation of knowledge sharing as an organisational practice are addressed in the\ud case presented in the dissertation. In particular, the research has closely examined\ud knowledge management initiatives during the period of 1992-1998 implemented by\ud Buckman Laboratories, focusing on the issues of organising knowledge sharing\ud processes. The research traces Buckman Laboratories' experience as a networked, global\ud company organised as a set of linked knowledge-focused communities of practice.\ud Based on the findings of a case study of one unique knowledge-intensive organisation,\ud the research presents a model of organising knowledge sharing. It develops a sociotechnical\ud perspective to grounded field data and suggests that the experience of this\ud organisation can be considered as a particular form of knowledge management - one that\ud utilises various mechanisms for leveraging knowledge sharing towards sustainable\ud competitive advantage. The study concludes that enabling, integrating and co-ordinating\ud mechanisms play a critical role in establishing the multi-level context for the effective\ud assimilation of knowledge sharing practice.
  • The results below are discovered through our pilot algorithms. Let us know how we are doing!

    • CHAPTER TWO: LITERATURE REVIEW ....................................................................... 16
    • A Macro-View of KM.................................................................................................20
    • CHAPTER THREE: RESEARCH METHODOLOGY ...................................................... 85
    • 5.1 INTRODUCTION.................................................................................................................209
    • 5.2 THE SOCIO-TECHNICAL FRAMEWORK OF ORGANISING KNOWLEDGE SHARING ...............210
    • 5.3 THE ENABLING MECHANISM: AN ICT-BASED KNOWLEDGE MANAGEMENT SYSTEMS.....213 5.3.1 ICT-based Knowledge Management Systems and the Knowledge Base..................216 5.3.2 Universal Access......................................................................................................219 5.3.3 A Virtual Co,nnunily-based Organisational Structure ...........................................222 5.3.4 Open Internal Cornrntinication Structure................................................................224
    • 5.4 THE INTEGRATING MECHANISM: THE CREATION OF A CONTEXT FOR KNOWLEDGE SHARING ...................................................................................................................226
    • 5.4.1 The Knowledge-sharing Culture..............................................................................228
    • 5.4.2 Co,nmunities of Practice (A Trust Environment and the Use of Coninon Language
    • andMetaphors) .......................................................................................................................232
    • 5.4.3 The Specialist Knowledge-processing Tea,n ...........................................................238 THE CO-ORDINATING MECHANISM: THE DEVELOPMENT OF A KM-FOCUSED HRM........240
    • 5.5.1 The Role of Management.........................................................................................241
    • 5.5.2 Training and Performance Measurement................................................................246
    • 5.5.3 Rewards and Incentives...........................................................................................249
    • 5.5.4 A New Role for HRM...............................................................................................251 CONCLUSION ....................................................................................................................254
    • INTRODUCTION.................................................................................................................258
    • THEKEYRESEARCHISSUES.............................................................................................260
    • THEORETICAL CONTRIBUTIONS........................................................................................266 A Multiple Disciplinary Study of Organising Knowledge Sharing..........................266
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