EconStor >
The University of Manchester >
Manchester Business School, The University of Manchester >
Manchester Business School Working Paper Series, The University of Manchester >

Please use this identifier to cite or link to this item:

http://hdl.handle.net/10419/50680
  

Full metadata record

DC FieldValueLanguage
dc.contributor.authorAmalia, Mirtaen_US
dc.contributor.authorNugroho, Yanuaren_US
dc.date.accessioned2011-04-27en_US
dc.date.accessioned2011-10-24T07:56:59Z-
dc.date.available2011-10-24T07:56:59Z-
dc.date.issued2010en_US
dc.identifier.urihttp://hdl.handle.net/10419/50680-
dc.description.abstractFacing unprecedented challenges and opportunities ahead in the knowledge economy, managing knowledge has been a priority for many organisations. Knowledge Management (KM) emerges and has quickly gained weight in research both from information systems perspective and management sciences. An amply documented dilemma is the absence of specific implementation guide due to different organisation's characteristics and strategies. At times, endeavours to integrate KM into the organisation's strategy and to customise it to meet organisation's characteristics instead create undesired problems because of its prioritisation. We explore the implementation of KM in a telecommunication multinational subsidiary in Indonesia and investigate factors that affect the performance as well as the impacts. Benefiting from innovation perspective we identify the way KM strategies are devised and put into action. Using in-depth interviews and direct observation, we map some problems associated with the strategy and implementation of KM. We learn in our case that the lack of organisation-wide integrated systems, which is typical across different organisations, does contribute to this problem. However the main predicament lies on the fact that KM enabling scheme is never explicitly prioritised in the organisation's information systems strategy.en_US
dc.language.isoengen_US
dc.publisherManchester Business School Manchesteren_US
dc.relation.ispartofseriesManchester Business School working paper 594en_US
dc.subject.ddc330en_US
dc.subject.keywordknowledge managementen_US
dc.subject.keywordinformation systemsen_US
dc.subject.keywordstrategyen_US
dc.subject.keywordknowledge transferen_US
dc.titleRethinking strategy and implementation of knowledge management from innovation perspective: A lesson learned from a multinational subsidiary in Indonesiaen_US
dc.typeWorking Paperen_US
dc.identifier.ppn656914599en_US
dc.rightshttp://www.econstor.eu/dspace/Nutzungsbedingungenen_US
Appears in Collections:Manchester Business School Working Paper Series, The University of Manchester

Files in This Item:
File Description SizeFormat
656914599.pdf492.97 kBAdobe PDF
No. of Downloads: Counter Stats
Show simple item record
Download bibliographical data as: BibTeX

Items in EconStor are protected by copyright, with all rights reserved, unless otherwise indicated.