The role of information technologies for knowledge management in firms

The knowledge management field has been mostly the domain of consultants, practitioners, and information systems theorists. This field has evolved largely divorced from the more scholarly areas of research on knowledge, which include studies in the social psychology, organisational and sociology fields. Grounded on scholarly research in these disciplines, this paper analyses and critiques the dominant practices and prescriptions of knowledge management programs. The paper then presents a view on the elements of an optimal knowledge management system and specifies the role that technology should play in such a system.

[1]  Barry M. Staw,et al.  Threat-rigidity effects in organizational behavior: A multilevel analysis. , 1981 .

[2]  Morten T. Hansen,et al.  The Search-Transfer Problem: The Role of Weak Ties in Sharing Knowledge across Organization Subunits , 1999 .

[3]  D. Dougherty Interpretive Barriers to Successful Product Innovation in Large Firms , 1992 .

[4]  Rod Coombs,et al.  `Knowledge management practices' and path-dependency in innovation , 1998 .

[5]  Gabriel Szulanski Exploring internal stickiness: Impediments to the transfer of best practice within the firm , 1996 .

[6]  S. Winter Knowledge and Competence as Strategic Assets , 1987 .

[7]  F. Widmann,et al.  The Gift Relationship: From Human Blood to Social Policy , 1971 .

[8]  I. Nonaka,et al.  The Knowledge Creating Company , 2008 .

[9]  G. Stasser,et al.  Expert Roles and Information Exchange during Discussion: The Importance of Knowing Who Knows What , 1995 .

[10]  Lorne Olfman,et al.  Organizational Memory , 1998, Proceedings of the Thirty-First Hawaii International Conference on System Sciences.

[11]  Andrew B. Hargadon,et al.  Brainstorming groups in context: Effectiveness in a product design firm , 1996 .

[12]  Andrew B. Hargadon,et al.  Technology brokering and innovation in a product development firm. , 1997 .

[13]  Thomas H. Davenport,et al.  Book review:Working knowledge: How organizations manage what they know. Thomas H. Davenport and Laurence Prusak. Harvard Business School Press, 1998. $29.95US. ISBN 0‐87584‐655‐6 , 1998 .

[14]  W. Arthur,et al.  Increasing returns and the new world of business. , 1996, Harvard business review.

[15]  K. Weick FROM SENSEMAKING IN ORGANIZATIONS , 2021, The New Economic Sociology.

[16]  K. Eisenhardt,et al.  Competing on the Edge: Strategy as Structured Chaos , 1998 .

[17]  R. Ruggles The State of the Notion: Knowledge Management in Practice , 1998 .

[18]  B. Kogut,et al.  Knowledge and the Speed of the Transfer and Imitation of Organizational Capabilities: An Empirical Test , 1995 .

[19]  J. Brown,et al.  Organizational Learning and Communities-of-Practice: Toward a Unified View of Working, Learning, and Innovation , 1991 .

[20]  Linda Argote,et al.  Socially shared cognition at work: Transactive memory and group performance. , 1996 .

[21]  D. Wellman,et al.  Talking About Machines: An Ethnography of a Modern Job. , 1997 .

[22]  D. Wegner Transactive Memory: A Contemporary Analysis of the Group Mind , 1987 .

[23]  K. Eisenhardt Coevolving : At last, a way to make synergies work , 2000 .

[24]  Nicholas Athanassiou,et al.  The impact of U.S. company internationalization on top management team advice networks : A tacit knowledge perspective , 1999 .

[25]  M. Polanyi Chapter 7 – The Tacit Dimension , 1997 .

[26]  P. Romer Endogenous Technological Change , 1989, Journal of Political Economy.

[27]  W. Starbuck Learning by Knowledge-Intensive Firms , 1992 .

[28]  Etienne Wenger,et al.  Situated Learning: Legitimate Peripheral Participation , 1991 .

[29]  G. Stasser,et al.  Effects of information load and percentage of shared information on the dissemination of unshared information during group discussion. , 1987 .