Basics of qualitative research: Grounded theory procedures and techniques

Open Innovation: The New Imperative for Creating and Profiting from Technology

Knowledge Management

What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.

The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)

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1. Introduction: The Contemporary Importance of Knowledge and Knowledge Management SECTION 1: EPISTEMOLOGIES OF KNOWLEDGE IN THE KNOWLEDGE MANAGEMENT LITERATURE 2. The Objectivist Perspective on Knowledge 3. The Practice-Based Perspective on Knowledge SECTION 2: AN INTRODUCTION TO KEY CONCEPTS 4. What is Knowledge Management? 5. Knowledge Intensive Firms and Knowledge Workers 6. Learning and Knowledge Management SECTION 3: KNOWLEDGE CREATION AND LOSS 7. Innovation Dynamics and Knowledge Processes 8. Forgetting and Unlearning Knowledge SECTION 4: SOCIO-CULTURAL ISSUES RELATED TO MANAGING AND SHARING KNOWLEDGE 9. The Influence of Socio-Cultural Factors in Motivating Workers to Participate in Knowledge Management Initiatives 10. Communities of Practice 11. Cross Community, Boundary Spanning Knowledge Processes 12. Power, Politics, Conflict, and Knowledge Processes 13. Information and Communication Technologies and Knowledge Management 14. Facilitating Knowledge Management via Culture Management and HRM Practices 15. Leadership and Knowledge Management 16. The Production and Consumption of Knowledge on Knowledge Management and Some Reflections on Its Future as a Subject

Knowledge Management in Organizations: A Critical Introduction

Businesses are becoming more customer-centric and see a need to address customers more individually. An opportunity is identified in Web 2.0 technologies. Both CRM and Web 2.0 have been researched broadly in the past years, but not their potentially successful combination, which we call ‘social CRM’. It is a CRM strategy which encourages customer collaboration and involvement. Based on empirical research we found that Web 2.0 services add value in every domain of the CRM environment, depending on the type of service at hand. Most value is added in the marketing domain of CRM. Social networks, blogs, and multimedia sharing add most value across all domains. This research defines social CRM and presents a new model that depicts the fundamental aspects of social CRM in four layers. We conclude with suggestions for further research in this emerging research domain.

Web 2.0 in the CRM domain: defining social CRM

Product Lifecycle Management (PLM) is increasingly important for organisations acting in dynamic and competitive markets. In practice however, companies struggle with implementing PLM. Because PLM is rather a concept than a system, as its main premises are to improve sustainable advantage through agility and innovation. The concept implies structural, cross-functional and long-term cooperation between actors in- and outside the firm. This complexity hampers the achievement of successfully implementing PLM that truly integrates all organisational aspects and levels. The central aim of this paper is to develop a PLM framework to assess and guide PLM implementations. This framework builds upon insights from capability maturity and business/IT-alignment. The results of a first empirical assessment of 23 Dutch organisations are presented, which were used to empirically validate the framework and to provide benchmark data. Based on the framework and benchmark organisations can develop their own PLM Roadmap to increase the success of their PLM implementation.

PLM roadmap: stepwise PLM implementation based on the concepts of maturity and alignment

Enterprise Content Management (ECM) focuses on managing all types of content being used in organizations. It is a convergence of previous approaches that focus on managing only particular types of content, as for example documents or web pages. In this paper, we present an overview of previous research by categorizing the existing literature. We show that scientific literature on ECM is limited and there is no consensus on the definition of ECM. Therefore, the literature review surfaced several ECM definitions that we merge into a more consistent and comprehensive definition of ECM. The Functional ECM Framework (FEF) provides an overview of the potential functionalities of ECM systems (ECMSs). We apply the FEF in three case studies. The FEF can serve to communicate about ECMSs, to understand them and to direct future research. It can also be the basis for a more formal reference architecture and it can be used as an assessment tool by practitioners for comparing the functionalities provided by existing ECMSs.

https://link.springer.com/content/pdf/10.1057%2Fejis.2011.41.pdf

Reviewing Enterprise Content Management: a functional framework

This paper describes an in depth analysis of successful and unsuccessful offshore custom software development (CSD) projects. Offshore projects tend to be unsuccessful, because physical, time, cultural, organizational, and stakeholder distances negatively influence communication and knowledge exchange between onshore and offshore project team members. The success rate of 19 offshore CSD projects was characterized with regard to scope, quality, time, and costs, by interviewing onshore and offshore project managers. Unsuccessful projects had a complex organization and had team members who did not work together in previous projects. All reasons for success and failure were categorized and compared. A characteristic that successful projects had in common was the availability of informal mutual adjustment, which means facilitating the informal communication between the team members in the right way. A major characteristic that unsuccessful projects had in common was improper planning, which has a large influence on the team results in an offshore CSD project. The implementation of standards was neither mentioned by the successful projects as a major reason for success, nor by the unsuccessful projects as a major reason for failure. The paper advises that in order to be successful, a project manager of a new offshore CSD project should not spend too much attention to standards, but to planning and informal mutual adjustment.

/pdf/reasons-for-success-and-failure-in-offshore-software-c3luxa18c2.pdf

Remko Helms

Papers

Knowledge Management in Organizations: A Critical Introduction

Web 2.0 in the CRM domain: defining social CRM

PLM roadmap: stepwise PLM implementation based on the concepts of maturity and alignment

Reviewing Enterprise Content Management: a functional framework

Reasons for Success and Failure in Offshore Software Development Projects