Five critical knowledge management organizational themes

Peter Y. T. Sun

122 citations0/0 files storedJournal of Knowledge Management

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Innovation and Knowledge Management Management and Organizational Practices Knowledge Management and Sharing

Abstract

Purpose This study is motivated by the question “how do organizational routines influence the three knowledge management processes of acquisition, creation, utilization and sharing?” and accordingly it seeks to address this issue. Design/methodology/approach A theoretical framework is first built by linking absorptive capacity (a routine‐based capability) with knowledge management processes. A literature search guided by the theoretical framework, and evidence from two case studies, were used to address the objective of the study. Findings The study elicited the organizational routines that influence the three knowledge management processes. These routines were then clustered into five key organizational themes: systemic knowledge; strategic engagement; social networking (external and internal); cultural context; process and structural context. Research limitations/implications Several implications for research are suggested. More specifically, the study offers five propositions that can be further tested. The key limitation of this study is the use of only two case studies for empirical data, and therefore further testing is needed. Practical implications The study shows that, although leadership behavior is critical for knowledge management, its impact depends on the platform of routines and processes built for it. The identified routines and their influence on knowledge management are invaluable for knowledge management practitioners. Originality/value The paper furthers understanding of how organizational routines influence the three knowledge management processes of knowledge acquisition, creation, utilization and sharing. This aspect has been little studied and is of value to both academics and practitioners.

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References

1998Basics of qualitative research : techniques and procedures for developing grounded theory 1990Absorptive Capacity: A New Perspective on Learning and Innovation 1994A Dynamic Theory of Organizational Knowledge Creation 1993Organizational culture and leadership 1996Toward a knowledge‐based theory of the firm 1992Knowledge of the Firm, Combinative Capabilities, and the Replication of Technology 1998Working knowledge: how organizations manage what they know 2002Absorptive Capacity: A Review, Reconceptualization, and Extension

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