A multi‐stakeholder engagement framework for knowledge management in ICT4D

Abstract

Knowledge management (KM) is increasingly important to the field of information and communication technologies for development (ICT4D). Yet, scant literature has addressed KM in the ICT4D context. This study takes an important step toward addressing this gap by conceptualizing KM in the context of ICT4D based on the people‐process‐technology perspective. To elicit KM factors most relevant to ICT4D, a Delphi study is conducted with a panel of experts representing three key stakeholder groups (beneficiaries, partners, and designers) with cumulative experience of leading ICT4D projects in 25 countries. Based on the Delphi study findings, 16 factors relevant to KM in ICT4D are synthesized. A multi‐stakeholder engagement framework for KM in ICT4D and an activity checklist are proposed. The study contributes to the body of knowledge by providing insights into the differing views of stakeholders related to KM practices in ICT4D projects. Practitioners may find the framework and checklist useful in coordinating and managing KM in ICT4D projects. As development initiatives become increasingly knowledge focused, the study calls upon researchers for more enquiry in this progressive area of study.

A future‐oriented approach to the selection of artificial intelligence technologies for knowledge platforms

“…This trend interplays with the growing relevance of CSS and other AI tools, such as autonomous web crawlers, data refinery, knowledge extraction, and intelligent recommenders, all of which enhance virtual spaces for research and learning. The results of a Delphi study related to relevance of general factors influencing knowledge management from people, process, and technology perspectives have been recently presented in Thomas et al (2022). The knowledge integration mega-trend is visible on platforms like Wikipedia or Facebook, but scientists are often less aware of its impact on higher education practices (Pscheida et al, 2015).…”

How technological knowledge management capability compliments knowledge‐intensive human resource management practices to enhance team outcomes: A moderated mediation analysis

“…The study provides a novel empirical assessment of how KM technologies, from an information processing perspective, influence team interactions, expertise exchange, and information sharing during knowledge exchange and reflexivity processes. By acknowledging the significance of IT infrastructure as a context influencing KM interventions and processes, this research contributes to both IS and HRM fields, offering practical implications for optimizing KIHRP and advancing the understanding of knowledge‐intensive teamwork in technologically enabled environments (Shi & Weber, 2018; Thomas et al, 2022; Zheng et al, 2020). It also highlights the significance of appropriate technological tools and platforms that support social interactions and knowledge exchange, thus providing valuable guidance for the design and implementation of information systems.…”

“…IS scholars have recently begun to argue that, in order for organizations to improve their information resources and knowledge competitiveness, they need to operate within a system that leverages the complementarities of both non‐IT resources, such as HRM practices, and IT resources (Jeffers et al, 2008; Johnson et al, 2016; Oehlhorn et al, 2020; Thomas et al, 2022). Such complementarities may lead to the alignment of strategic business functions such as HRM and IT in which HRM acts as a developmental trajectory of team members' KM capabilities, and IT as an enabling context for the development and movement of critical information and knowledge to support team performance (Gerow et al, 2014; Oehlhorn et al, 2020; Thomas et al, 2022). Effective integration of IT and HRM strategies empowers teams to seamlessly identify, acquire, and apply knowledge, enhancing both KM systems and team performance.…”

“…For instance, the ability‐enhancing dimension of KIHRP is visible in those processes focusing on recruiting, selecting, and further training members for their potential to perform knowledge‐intensive tasks in teams that require continuous collaboration, divergent thinking, learning, adaption, knowledge sharing, and creativity (Kianto et al, 2017; Salas et al, 2008; Salvato & Vassolo, 2018). Motivation‐enhancing practices are those that encourage team members to engage in essential knowledge activities and behaviors and learning networks by acknowledging and rewarding employees' behaviors based on knowledge‐based contributions to team performance and overall organizational competitiveness (Massey et al, 2002; Shi & Weber, 2018; Thomas et al, 2022). Lastly, opportunity‐enhancing practices such as job rotation, flexible job design, and participation further create a conducive environment where members find it psychologically safe and appropriate to collaborate with diverse knowledge networks, share divergent ideas and experiences, and engage in divergent thinking to develop creative solutions to organizational problems pertaining to knowledge gaps, creativity, and innovation (Kianto et al, 2017; Krausert, 2014).…”

“…Strategic HRM scholars typically stress the design of knowledge‐intensive HRM practices (Shahzad et al, 2022) and IS scholars the development of technology infrastructure to achieve knowledge‐based competitiveness for the organization (Thomas et al, 2022). However, contemporary literature indicates that the success of organizational KM interventions to achieve knowledge‐based competitiveness can be better attained through the complementarity and synergistic combination of the KM capacity of human resources and the technological KM capability of the organization (Gerow et al, 2014; Jeffers et al, 2008; Mao et al, 2016; Oehlhorn et al, 2020; Zhang et al, 2019).…”