International audienceThis paper introduces an approach developed at AXA, a main French insurance company, in order to retain the knowledge acquired by outsourcing teams. This approach is based on the assumption that sharing and disseminating knowledge are two key factors for actually getting knowledge retention. It has been used, tested and improved within AXA France’s industrial environment. By presenting the problem raised by knowledge retention within organisations and the different ways envisaged to improve it, we propose a discussion about their efficiency, and describe our approach in order to retain knowledge in a specific case. This approach, based on our approach of knowledge management, has implied collaborative decision making, which will be highlighted in this paper. Bridging knowledge management and collaborative decision making has been a means to reinforce the ability of the stakeholders to actually retain knowledge and to easily elaborate a consensus, the starting point of an efficient collaborative decision making
Computer Supported Cooperative Work may rely on information technology in order to share information regardless where stakeholders are. Nevertheless, cooperative work needs more than just information sharing, notably because of meaning variance.Considering that during cooperative work the same information may have different meanings from one person to another, we propose an approach in order to predict meaning variance by measuring cooperative compatibility. We study the expectations individuals may have from their colleagues during a given cooperative work. Such study leads to the measurement of cooperative compatibility, which has been used to predict meaning variance.The calculation method proposed, as well as its relationships with meaning variance are discussed in this paper and currently tested within organizations.
International audienceThis study focuses on how knowledge sharing across boundaries of merging entities during an information system (IS) implementation project in a shared services center (SSC) context affects the resulting system functionality. Although the literature stresses the growing adoption of the SSC as an outsourcing model, there is a lack of studies that examine shared services as a dynamic process of knowledge sharing across the organizational boundaries. We draw on a sociomaterial practice perspective and on the theory of workarounds to analyze an IS implementation project in a healthcare organization resulting from a merger of previously independent hospitals. The results suggest that new technology can be enacted in different ways as it links up with practices of different communities of users. We propose a multilevel process model that indicates at the end of the project a resulting mix of formal and informal (workarounds) practices that emerged from a dialectic process of resistance to, and negotiation of, the IS configuration during its implementation
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