The “global” and the “local” in knowledge management

Abstract

PurposeThis paper aims to unravel the complexities associated with knowledge sharing in large global organizations through a field study carried out in a large, multinational company (Du Pont), focusing on the critical issues, concrete practices, bottle‐necks, and constraints in knowledge sharing. The tension between “local” production of much of the knowledge and its globalizing is specifically addressed.Design/methodology/approachQualitative analysis based on a detailed case study of the knowledge‐sharing practices in two business units, two functional areas (R&D and engineering project management) in four countries.FindingsFocus on certain types of organizational knowledge to the exclusion of others can be counter‐productive. Knowledge management (KM) systems need to be integrative and flexible enough to facilitate the dynamic interplay between different forms of knowledge across the space and time.Research limitations/implicationsThe results of a case study are somewhat limited in terms of their generalizablity.Practical implicationsThe insights from the study offer useful guidelines for designing systems and processes for sharing and managing knowledge in large, diversified organizations.Originality/valueMost field‐based investigations into knowledge management tend to focus on specific KM projects. This is one of the few comprehensive studies that analyzed knowledge‐sharing practices and constraints at both local and global level in large organizations. It elucidates the key facilitators and inhibitors of knowledge sharing in such organizations.