Process innovation: reengineering work through information technology
Process innovation: reengineering work through information technology
Working Knowledge: How Organizations Manage What They Know
Working Knowledge: How Organizations Manage What They Know
The role of IT in successful knowledge management initiatives
Communications of the ACM - Why CS students need math
Managing knowledge in distributed projects
Communications of the ACM - Human-computer etiquette
Four dynamics for bringing use back into software reuse
Communications of the ACM - Personal information management
Organizational Knowledge Management: A Contingency Perspective
Journal of Management Information Systems
Journal of the American Society for Information Science and Technology
International Journal of Information Management: The Journal for Information Professionals
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Improving how knowledge is leveraged in organizations for improved business performance is today considered as a major organizational change. Knowledge management (KM) projects are stigmatized as demanding, fuzzy and complex, with questionable outcomes-more than 70% of them do not deliver what they promised. A case of Samsung Electronics mobile branch we present shows how KM projects can be more successful if they are treated as business process-oriented organizational change projects. Both organizations and academia can stand on the shoulders of giants as previous experience and research in that area is rich. Adding the KM flavor to such organizational change is the goal of this case study; the learning outcomes include a six-step KM solution design method, a justification for the business process level of analysis and managerial action, and the need for modest and just-do-it approach when introducing KM-related organizational interventions.