Knowledge Management in Pursuit of Performance: Insights from Nortel Networks

Massey, Andrew; Montoya‐Weiss, Mitzi M.; O'Driscoll, Tony

doi:10.2307/4132333

Cited by 211 publications

(136 citation statements)

References 29 publications

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“…By promulgating laws and regulations countries exert coercive pressures, and organisations accept the requisite structures to embed in their business processes to maintain legitimacy in their environment. For example, Massey et al (2002) identify the case of Nortel Networks, which went through many changes in its KM initiative due to the government's deregulation of the telecommunications industry. Indeed, before deregulation, those operating in the telecom industry were governed by many of the state's rules affecting firms' innovation and competition.…”

Section: Structures That Are Imposed On Organisationsmentioning

confidence: 99%

“…Besides the coercive pressures created by nation-states, industry and professional associations or networks are more likely to create normative pressures through guidelines on good practices and industry accreditation and recognition of organisations, or inter-relationship of firm-supplier and firm customer (Scott, 1987;Dyer and Nobeoka, 2000;Massey et al, 2002;Burt, 1982). To gain a certain level of recognition of the industry, organisations have to follow procedures that are appropriate to their operation (Meyer and Rowan, 1977).…”

Section: Structures That Are Imposed On Organisationsmentioning

confidence: 99%

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Understanding knowledge management software-organisation misalignments from an institutional perspective: A case study of a global IT-management consultancy firm

Le-Nguyen¹,

Harindranath²,

Dyerson³

2014

International Journal of Information Management

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Section: Structures That Are Imposed On Organisationsmentioning

confidence: 99%

Section: Structures That Are Imposed On Organisationsmentioning

confidence: 99%

Understanding knowledge management software-organisation misalignments from an institutional perspective: A case study of a global IT-management consultancy firm

Le-Nguyen¹,

Harindranath²,

Dyerson³

2014

International Journal of Information Management

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“…Therefore, to be suitable to our research, the model of ERS success has to apply to: (1) volitional (non-compulsory) usage behaviour; (2) computer-based, paper-based and informal systems, and (3) the services provided by the system, hence these conditions are included in our study. We reviewed many different theories and models of IS success (Davis et al, 1989;DeLone & McLean, 1992;Seddon, 1997) and of KMS success (Bots & de Bruiin, 2002;Lindsey, 2002;Massey et al, 2002;Vitari et al, 2007;Wu & Wang, 2006) in order to determine which were applicable under these conditions and which was the most appropriate to evaluate ERS success from the customers' perspective.…”

Section: Ers Success For Customersmentioning

confidence: 99%

“…First of all, ERS are an innovative way to support direct knowledge transfer between people (Schwartz, 2007), but since the academic community has not yet specifically studied how to measure its success, our understanding of that success is still incomplete (Gray & Meister, 2006). The research community has developed different theories and models to evaluate the success of both Information Systems (IS) (Davis et al, 1989;DeLone & McLean, 1992;Seddon, 1997) and Knowledge Management Systems (KMS) (Bots & de Bruiin, 2002;Lindsey, 2002;Massey et al, 2002;Vitari et al, 2007;Wu & Wang, 2006). However, we still lack a specific model to assess ERS success.…”

Section: Introductionmentioning

confidence: 99%

The success of Expert Recommending Services and the part played by organizational context

Vitari

2011

Knowledge Management Research & Practice

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Knowledge Management (KM) practice includes services designed to reduce the difficulty of sourcing knowledge, that is, getting the right knowledge to the right people at the right time. The phenomenon addressed in the study reported in this paper is a specific type of KM service -the Expert Recommending Service (ERS) -which contributes to achieving the difficult objective of getting the right expert to the right people at the right time. The findings of the study identify the dimensions of ERS success in different organizational contexts and the organizational characteristics that influence ERS success. Research contributions of the study are therefore two-fold. On the one hand, our results show that, among all the organizational characteristics, being aware of others, and specifically of others' knowledge domains, influences ERS success. On the other hand, our results suggest that ERS success can be significantly measured by employing the following dimensions: Quality, Use, Satisfaction, Individual Net Benefit, and Organizational Net Benefit. We also propose a set of recommendations for practitioners to help improve the success of their ERS, taking into account the informal expert recommending processes, improving the accessibility of all personnel to knowledge about their colleagues and considering the organizational characteristics, in particular awareness, before launching new ERS.

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“…A strategic perspective reinforces the urgency because successful information systems (e.g. for knowledge management) rely on accessible and well integrated IT artifacts (Butler et al, 2008;Massey et al, 2002), and integration refers to the everyday context of use in an organization.…”

Section: Introductionmentioning

confidence: 99%

Opening up design science: The challenge of designing for reuse and joint development

Krogh

Haefliger

2010

The Journal of Strategic Information Systems

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This is the accepted version of the paper.This version of the publication may differ from the final published version. Permanent repository link AbstractThe purpose of this paper is to advance design science by developing a framework for research on reuse and the relationship between external IT artifacts and their users. A design science approach to IS research needs to grapple with the fact that a number of relevant, economically attractive, external IT artifacts cannot be designed from scratch nor meaningfully evaluated based on the current state of development, and so design science research will struggle with incomplete cycles of design, relevance, and rigor. We suggest a strategic research agenda that integrates the design of the relationship between an external IT artifact and the user by considering the impact artifacts exert on users. Three dimensions derived from adaptive structuration theory inform our framework on three levels of design granularity (middle management, top management, and entrepreneur): agenda considers the dynamic properties of technological objects, adaptability refers to the functional affordance of external artifacts in development, and auspice captures the symbolic expression and scope for interpretation. We derive implications for research design.

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Knowledge Management in Pursuit of Performance: Insights from Nortel Networks

Cited by 211 publications

References 29 publications

Understanding knowledge management software-organisation misalignments from an institutional perspective: A case study of a global IT-management consultancy firm

Understanding knowledge management software-organisation misalignments from an institutional perspective: A case study of a global IT-management consultancy firm

The success of Expert Recommending Services and the part played by organizational context

Opening up design science: The challenge of designing for reuse and joint development

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