An innovation perspective of knowledge management in a multinational subsidiary

Abstract

Purpose -This paper seeks to explore the implementation of knowledge management in a telecommunication multinational subsidiary and to investigate factors that affect the performance as well as the impacts.Design/methodology/approach -Innovation perspective informs the identification of the ways in which KM strategies are devised and put into action. Using in-depth interviews and direct observation, the paper maps some problems associated with the strategy and implementation of KM.Findings -The case shows that the lack of organisation-wide integrated systems, which is typical across different organisations, does contribute to this problem. However, the main predicament lies with the fact that a KM-enabling scheme is never explicitly prioritised in the organisation's information systems strategy.Practical implications -KM implementation should take into account both technological innovation and organisational innovation. Neglecting one aspect poses apparent danger that the implementation is unlikely to bring about benefit to the organisation.Originality/value -This paper presents the case of a multinational company subsidiary in a developing economy, i.e. Indonesia. It is expected that this case will help substantiate an instance of KM implementation in an emerging economy and latecomer development, which might impact the operation and working of a multinational subsidiary.

Knowledge management in offshore accounting outsourcing

“…To face this challenge, lots of innovation had been suggested by previous literature to face this. One of them is by creating standard terminology to face the different in language [14], [20]. This innovation will reduce the barrier of communication between staffs.…”

“…Innovation is an idea, practice or an object which is accepted as a new thing by an individual or others unit to implement it [8]. Generally there are two innovations that are technology and organization innovation [20]. Both can help a provider achieve and develop new strategies in their company [20].…”

Towards knowledge creation and management model over online social networks

“…The researcher makes it clear that information and Knowledge are important elements in all approaches of development, as the process of development is always based on processing of information and some level of knowledge. Two dimensions of knowledge have been described in [4] as explicit and tacit knowledge. Furthermore, strategy and process are two aspects, central to Knowledge Management (KM) in organization.…”

“…The second aspect, process of KM is proposed by many scholars in different ways as there are fundamentally four important processes: [5,6] (i) knowledge creation; (ii) storage; (iii) distribution; and (iv) application. Knowledge Management (KM) is ''the process of significantly managing knowledge to meet existing needs, to identify and use existing knowledge and obtain knowledge assets to develop new prospects" [4].…”

An exploratory investigation into knowledge management in Western Australian knowledge-intensive small businesses

“…Many studies (Amalia & Nugroho, 2011;Darroch & McNaughton, 2002;Demarest, 1997;Desouza, 2010;Earl, 2001;Greiner, Bohmann, & Krcmar, 2007;Lee & Lan, 2011;Liyanage, Elhag, Ballal, & Li, 2009;Plessis, 2007;Quintas, Lefrere, & Jones, 1997;Sandhawalia & Dalcher, 2011) suggest that KM contributes to innovation. Innovation has been defined as the introduction of any new or significantly value added goods, services, processes, or marketing techniques (Statistics New Zealand, 2009), new product, service or technology (Harkema, 2003), and the implementation of a significantly improved good, service, process, marketing, organisational practices, workplace organisation and external relations (Organisation for Economic Cooperation and Development, 2005).…”