Defining a knowledge strategy framework for process aligned organizations: an IBM case

✍ Scribed by Stephen McLaughlin; Robert A. Paton

• Publisher: John Wiley and Sons
• Year: 2008
• Tongue: English
• Weight: 210 KB
• Volume: 15
• Category: Article
• ISSN: 1092-4604
• DOI: 10.1002/kpm.304

✦ Synopsis

Abstract

Many organizations struggling to capitalize on their knowledge assets tend to let their knowledge management systems emerge from existing IT systems and infrastructure. Within a complex business environment this can cause a mismatch between how knowledge assets are, and should be managed. In order to help organizations develop dynamic and effective KM systems, the authors' suggest that organizations need to re‐think how knowledge is created and shared around their core business processes. To be more specific the author's contend that for organizations where inter/intra organizational collaboration is vital to overall end‐to‐end performance, such as in a supply chain, organizations need to consider first the relationship between what the authors see as four key components. These are knowledge strategy, core process optimization, core process performance and knowledge barriers. This paper will explain why these components are important, and the relationship between them. The findings put forward in this paper are based on research concerned with improving process performance through knowledge transfer. The research follows a critical theory approach to identify best knowledge transfer practice across complex organizations. The research is exploratory in nature and a case study methodology is used to support this line of inductive theory building. The findings presented are based on data collated within, and across IBM's integrated supply chain. Copyright © 2008 John Wiley & Sons, Ltd.