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A process model of establishing knowledge management: Insights from a longitudinal field study

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  • Kjærgaard, Annemette
  • Kautz, Karlheinz

Abstract

This paper contributes to the discussion on how to manage knowledge in organizations. Taking a perspective which acknowledges the importance of, but does not privilege, IT as the decisive element, it reports the results of a study investigating the process of establishing as opposed to conducting knowledge management. Based on a grounded theory approach to the analysis of the empirical data, a model of establishing knowledge management in organizations is developed. The model emphasizes how the organizational members make sense of the action and behavior of management, and how this understanding influences their own perceptions and actions in the process of establishing knowledge management. This leads to an understanding of knowledge management as an autonomous venturing process. The model is then used to suggest an explanation of why establishing knowledge management was not successful in the case which was investigated. Conclusions are provided on how the model can be further exploited for studying and improving the practice of knowledge management.

Suggested Citation

  • Kjærgaard, Annemette & Kautz, Karlheinz, 2008. "A process model of establishing knowledge management: Insights from a longitudinal field study," Omega, Elsevier, vol. 36(2), pages 282-297, April.
    • Handle: RePEc:eee:jomega:v:36:y:2008:i:2:p:282-297
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    Cited by:

    1. Siew, Tuck Fatt, 2008. "Transferable decision-making procedure for integrated flood management: A theoretical approach to the micro studies of human decision-making and decision makers heuristics," Working Papers 49-2008, University of Freiburg, Chair of Forestry Economics and Planning.
    2. Gefen, David & Reychav, Iris, 2014. "Why trustworthiness in an IT vendor is important even after the vendor left: IT is accepting the message and not just the messenger that is important," Omega, Elsevier, vol. 44(C), pages 111-125.

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