The Theoretical Foundations of Knowledge Management

Baskerville, Richard; Dulipovici, Alina

doi:10.1057/9781137552105_3

Cited by 47 publications

(57 citation statements)

References 96 publications

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“…Scholars in organisational science such as economics, sociology, philosophy and psychology, scholars in intellectual capital, artificial intelligence, engineering and computing, and scholars in organisation studies including strategic management and human resource management contributed to the development of the KM discipline (Baskerville and Dulipovici, 2006;Prusak, 2001;Swan et al, 1999). Kakabadse et al (2003) identified various schools of thought that developed out of such variant interest groups.…”

Section: Kmmentioning

confidence: 99%

Appropriation or participation of the individual in knowledge management

Rechberg

Syed

2014

Management Decision

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Purpose -The purpose of this paper is to examine whether there is a tendency towards appropriation or participation of the individual in the literature of knowledge management (KM). Design/methodology/approach -This is a literature review paper. In terms of approach, appropriation in this paper is referred to as the KM tasks assigned to individual employees by the management whereas participation is referred to as KM tasks determined jointly by individuals and management. Findings -The review suggests that while the participation of individuals is seen as important for KM, the KM discourse is visibly oriented towards the appropriation of individual employees and their knowledge for better economic performance of organisations. The review suggests that an appropriation of the individual in KM serves neither employees nor organisations, and that individual employees are meant to be valued participants in the development and management of knowledge.Research limitations/implications -The paper is concerned with the KM literature to study the appropriation or participation of individual employees in the discourse on KM. Consequently other streams of literature that address individual employees' participation are excluded from this study. Originality/value -The paper initiates a new research agenda for KM where the emphasis shifts from the appropriation to the participation of the individual in the discourse on KM practices.

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Section: Kmmentioning

confidence: 99%

Appropriation or participation of the individual in knowledge management

Rechberg

Syed

2014

Management Decision

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“…in situations of ''non-conformist thinking'' (Baskerville and Dulipovici, 2006a), necessary for knowledge creation to be inspired, tension between those holding positional power and those having valuable ideas may arise (Lave and Wenger, 1991;Willem and Scarbrough, 2006). Managers may disapprove of innovative thinking, fearing to lose their superior position, or may hoard knowledge essential for individuals to effectively perform their work task.…”

Section: The Conflict Of Knowledge Ownershipmentioning

confidence: 99%

“…Individuals may feel exploited and therefore may be less willing to participate in knowledge processes. Baskerville and Dulipovici (2006a) advocate for fair KM practice where individuals are rewarded for their knowledge contributions: ''firms that treat its workers well are often very richly rewarded for it'' (Sen, 1993: 52). Providing incentives as an exchange to individuals' knowledge contribution may encourage and advance fairness (Bock et al, 2005).…”

Section: Ethical Approach To Km: a Moral Contractmentioning

confidence: 99%

Ethical issues in knowledge management: conflict of knowledge ownership

Rechberg

Syed

2013

Journal of Knowledge Management

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Purpose -This paper aims to review ethical issues inherent in the theorisation and practice of knowledge management (KM) with specific attention to the conflict of knowledge ownership between organisations and individual employees.Design/methodology/approach -Relevant literature was identified and reviewed via EPSCO host and ISIWeb.Findings -The paper notes that knowledge, although rooted in individuals, is often claimed or treated as owned by organisations, creating a conflict of knowledge ownership. The paper argues that such an approach to appropriation and management of knowledge leads to tension in knowledge processes between organisations and individuals, and also among individuals. This situation may, in turn, jeopardise individuals' knowledge processing behaviours, and pose difficulties to organisations in managing knowledge effectively. Research limitations/implications -Offers a number of potential research questions that may be turned into research hypotheses and assessed experimentally to refine and develop an ethical approach to KM.Practical implications -Highlights the need for a renewed moral contract between individuals and organisations, built on ethical constructs of trust, fairness, and justice, which may in turn lead to effective KM practices.Originality/value -Offers an original conceptual approach to understand and resolve the conflict of knowledge ownership between organizations and individuals.

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“…Although there are no intrinsic characteristics defining a KMS, its role in supporting knowledge tasks and in providing access to sources of expertise distinguishes it from other kinds of IS. Examples of technical components that might be used in a KMS are videoconferencing, electronic repositories, expert systems, workflow systems, simulation tools, data mining tools, and search engines [1,2]. Such technological features are important, but prior research has demonstrated that more sophisticated KMSs do not ensure more successful usage because usage is influenced by both social and technical factors [16].…”

Section: Theoretical Background Is Alignment and Knowledge Managementmentioning

confidence: 99%

Strategic Alignment and Misalignment of Knowledge Management Systems: A Social Representation Perspective

Dulipovici

Robey

2013

Journal of Management Information Systems

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To derive more business value from existing organizational knowledge, many organizations seek to rely on strategically aligned knowledge management systems (KMS). However, as documented in prior studies, they often underestimate the challenges about social interactions and users' perceptions in response to new information systems. based on an interpretive case study, this paper examines the implementation of a KMS to show how social representations of four groups of users resulted in the misalignment of the KMS with the organizational strategy. The social representation lens allows us to interpret strategic alignment in terms of dynamic processes of anchoring and objectification that aid individuals and groups to make sense of KMS initiatives. The groups studied developed different cognitive views of the KMS that ultimately led to a strategic misalignment. The key implication is that social interactions within and among groups shape KMS alignment with organizational strategy, thus elucidating the nature of system use.

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The Theoretical Foundations of Knowledge Management

Cited by 47 publications

References 96 publications

Appropriation or participation of the individual in knowledge management

Appropriation or participation of the individual in knowledge management

Ethical issues in knowledge management: conflict of knowledge ownership

Strategic Alignment and Misalignment of Knowledge Management Systems: A Social Representation Perspective

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