TY - JOUR
T1 - A Process Model of Establishing Knowledge Management
T2 - Insights from a Longitudinal Field Study
AU - Kjærgaard, Annemette L.
AU - Kautz, Karlheinz
PY - 2008/4
Y1 - 2008/4
N2 - This paper contributes to the discussion on how to manage knowledge in organizations. Taking a perspective which acknowledges the importance of, but does not privilege, IT as the decisive element, it reports the results of a study investigating the process of establishing as opposed to conducting knowledge management. Based on a grounded theory approach to the analysis of the empirical data, a model of establishing knowledge management in organizations is developed. The model emphasizes how the organizational members make sense of the action and behavior of management, and how this understanding influences their own perceptions and actions in the process of establishing knowledge management. This leads to an understanding of knowledge management as an autonomous venturing process. The model is then used to suggest an explanation of why establishing knowledge management was not successful in the case which was investigated. Conclusions are provided on how the model can be further exploited for studying and improving the practice of knowledge management.
AB - This paper contributes to the discussion on how to manage knowledge in organizations. Taking a perspective which acknowledges the importance of, but does not privilege, IT as the decisive element, it reports the results of a study investigating the process of establishing as opposed to conducting knowledge management. Based on a grounded theory approach to the analysis of the empirical data, a model of establishing knowledge management in organizations is developed. The model emphasizes how the organizational members make sense of the action and behavior of management, and how this understanding influences their own perceptions and actions in the process of establishing knowledge management. This leads to an understanding of knowledge management as an autonomous venturing process. The model is then used to suggest an explanation of why establishing knowledge management was not successful in the case which was investigated. Conclusions are provided on how the model can be further exploited for studying and improving the practice of knowledge management.
KW - Knowledge management
KW - Process model
KW - Organizational identity
KW - Grounded theory
KW - Knowledge management
KW - Process model
KW - Organizational identity
KW - Grounded theory
U2 - 10.1016/j.omega.2006.06.009
DO - 10.1016/j.omega.2006.06.009
M3 - Journal article
SN - 0305-0483
VL - 36
SP - 282
EP - 297
JO - Omega - International Journal of Management Science
JF - Omega - International Journal of Management Science
IS - 2
ER -