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Reconfiguring IT and the Cultural Dimension in Knowledge Management Practices

By Fahmi Ibrahim and Stephen Barr.

Published by The International Journal of Knowledge, Culture and Change Management

Two perspectives exist in the emerging field of knowledge management (KM). In objectivist perspective, IT predominantly influences KM practices. In the other perspective which is practice-based perspective, organisational culture is the major influence. For KM to contribute effectively to organisational strategy that can lead to the added value, organisations must build up and strengthen the linkage between these two perspectives and influence. The purpose of the present research is to investigate and to address the way in which KM practices are being implemented and suggest a hybrid approach to provide for a balanced strategy in terms of KM practices which is crucial for successful KM implementation. It is important for KM practitioners to understand how certain perspective and influence to KM can lead to different KM strategy and can result in disintegrated between various KM practices in organisations. The research involves in-depth qualitative interviews with the Senior Manager of UK car manufacturing organisations which was purposely selected for data collection and thematic analysis procedure was employed for data analysis. Since the research is based on single research setting/context, the findings have limitations in terms of generalisability.

International Journal of Knowledge, Culture and Change Management, Volume 9, Issue 11, pp.27-44. Article: Print (Spiral Bound). Article: Electronic (PDF File; 1.267MB).

Dr. Fahmi Ibrahim

Researcher, Strategy, Innovation & Enterprise, Caledonian Business School, Glasgow Caledonian Univeristy, Glasgow, Scotland, UK

Stephen Barr

Head of Division, People Management & Leadership, Caledonian Business School, Glasgow Caledonian University, Glasgow, Scotland, UK