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Contextualizing knowledge sharing strategy : the case of an international organization in the area of development assistance

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  • Thierno Tounkara

    (IMT-BS - DSI - Département Systèmes d'Information - TEM - Télécom Ecole de Management - IMT - Institut Mines-Télécom [Paris] - IMT-BS - Institut Mines-Télécom Business School - IMT - Institut Mines-Télécom [Paris], LITEM - Laboratoire en Innovation, Technologies, Economie et Management (EA 7363) - EESC-GEM Grenoble Ecole de Management - UEVE - Université d'Évry-Val-d'Essonne - TEM - Télécom Ecole de Management)

  • Pierre-Emmanuel Arduin

    (DRM - Dauphine Recherches en Management - Université Paris Dauphine-PSL - PSL - Université Paris Sciences et Lettres - CNRS - Centre National de la Recherche Scientifique)

Abstract

This 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.

Suggested Citation

  • Thierno Tounkara & Pierre-Emmanuel Arduin, 2015. "Contextualizing knowledge sharing strategy : the case of an international organization in the area of development assistance," Post-Print hal-01229876, HAL.
    • Handle: RePEc:hal:journl:hal-01229876
    Note: View the original document on HAL open archive server: https://hal.science/hal-01229876v1
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    References listed on IDEAS

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    More about this item

    Keywords

    Information system; Knowledge sharing; Organizational culture; Strategic alignment; Knowledge management;
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