Contextualizing Knowledge Sharing Strategy: The Case of an International Organization in the area of Development assistance
Contributor(s)
TEM Research ; Télécom Ecole de Management ( TEM )Dauphine Recherches en Management ( DRM ) ; Université Paris-Dauphine-Centre National de la Recherche Scientifique ( CNRS )
Keywords
knowledge sharingknowledge management
information system
organizational culture
strategic alignment
JEL : M - Business Administration and Business Economics • Marketing • Accounting • Personnel Economics/M.M1 - Business Administration/M.M1.M19 - Other
JEL : M - Business Administration and Business Economics • Marketing • Accounting • Personnel Economics/M.M1 - Business Administration/M.M1.M14 - Corporate Culture • Diversity • Social Responsibility
[ SHS.GESTION ] Humanities and Social Sciences/Business administration
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https://hal.archives-ouvertes.fr/hal-01277106/file/2015_09_ECKM.pdf
Abstract
International audienceThis paper proposes an operational evaluation grid which helps Organizations to determine the perception employees have about the degree of alignment between their Information System (IS) supporting knowledge sharing and different organizational culture contexts. Relying on this perception, Organizations can: (1) analyze barriers to a successful use of information system functionalities for greater efficiency of knowledge sharing and (2) identify appropriate IS functionalities they should invest on to increase the dynamic of knowledge sharing. A case study illustrates the use of our evaluation grid and the implications of this work are finally discussed at the end of this paper.
Date
2015-09-03Type
info:eu-repo/semantics/conferenceObjectIdentifier
oai:HAL:hal-01277106v1hal-01277106
https://hal.archives-ouvertes.fr/hal-01277106
https://hal.archives-ouvertes.fr/hal-01277106/document
https://hal.archives-ouvertes.fr/hal-01277106/file/2015_09_ECKM.pdf
Copyright/License
info:eu-repo/semantics/OpenAccessCollections
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