Definitions, Reuse and Technology: How Context Impacts Technology Support for Knowledge Management

Abstract

Knowledge management has emerged as a central concept for improving an organisations competitive advantage. It claims to improve performance though better reuse of knowledge, and by minimising the loss of valuable organisational knowledge when employees leave. Information technology is often promoted as the core of knowledge management solutions, often at the expense of understanding the cultural and social barriers preventing knowledge use in organisations. Much of the research into knowledge management has taken the view that knowledge is an object that can be supported with technology tools, and hence has focused on explicit knowledge within organisations. This dissertation takes a different view, seeing the concept of knowledge as being intrinsically tied to an organisation's perceptions of their work and situation - i.e. situated and embedded within work practices. The research question explored in this dissertation is, What is the relationship between group context, technology and knowledge management? For this dissertation, knowledge management is defined as a systematic effort to share and use organisational knowledge within the organisational context so as to increased organisational performance. By understanding how knowledge is perceived, a perspective of knowledge management emerges with particular focus on the organisation's situation. Tools to support knowledge management can then be tailored to best suit the organisation. This dissertation has used an interpretive case study approach to explore knowledge management in a large HRM department, using interpretive research assumptions. Data was collected through individual interviews, documentation review and observations. Holsapple and Joshi's Knowledge Management Influence Model and Markus' model of knowledge Reuse were used to analyse and structure the data collected from the case organisation. The research findings confirmed that the work practices of the case organisation impacted on knowledge management activities. Within the HRM department, 2 distinct work groups existed with difference organisational functions. Hence different knowledge reuse situations exist within the department, each having separate support needs. A range of influences also impact knowledge management within the case organisation. Externally, Freedom of Information legislation acts as a disincentive for storing additional information in case files. Use of the current technologies available to the department is limited due to the high reliance on personal networks for information, which is assisted by a low staff turnover rate. In addition, the lack of a clear strategy for knowledge management makes it difficult to see how technology can be better positioned to support knowledge activities. The perceptions of knowledge management showed that the lack of clear strategy led to unclear perceptions about the sources of knowledge, and the knowledge management objectives, methods and uses. However, from the perceptions explored in the HRM department a useful framework for further analysis was developed and represents an interesting future research opportunity. The research findings clearly demonstrated the complexity of supporting knowledge management activities with technology in an organisation. Without understanding the current context of the organisation the design of any technology tools to support knowledge management would be unlikely to succeed. The HRM department consisted of two distinct work groups with different knowledge management and knowledge reuse needs. The external influences on knowledge management limited the amount of information staff were willing to store in electronic records, and generally technology was viewed unfavourably in the department. This dissertation has clearly demonstrated that successful technological support of knowledge management would require careful consideration of work processes and organisational influences. Technology is a tool that must be tailored to fit organisational circumstances if it is to be successfully implemented within organisations, especially when supporting a socially dependent concept such as knowledge management.