What makes a knowledge management system work: a case study

Thomas Martine 1
1 Tech-CICO - TECHnologies pour la Coopération, l’Interaction et les COnnaissances dans les collectifs
UTT - Université de Technologie de Troyes, CNRS - Centre National de la Recherche Scientifique : FRE2732
Abstract : Knowledge management relies – willingly or unwillingly – on three components: organizational structures, communities of practice, and material settings. In an organization, those three components are interdependent, that is, each of them enters into the composition of the others. They are also resistant to each other, which means that each of them marks the limits of the others‟ action. This relationship allows us to understand why a knowledge management system, if conceived strictly from the point of view of organizational structures, does not benefit from the support of communities of practice. It also suggests that emphasis should be put on the settings that reinforce both organizational control and the communities‟ autonomy. Finally, this allows us to understand that the appropriation of such a setting by communities of practice implies a slight modification of organizational structures.
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Soumis le : mercredi 22 septembre 2010 - 15:36:56
Dernière modification le : mardi 27 février 2018 - 14:40:03
Document(s) archivé(s) le : jeudi 23 décembre 2010 - 03:07:09

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Thomas Martine. What makes a knowledge management system work: a case study. 2010. 〈sic_00520216〉

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