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One company two outcomes Knowledge integration vs corporatedisintegration in the absence of knowledge management

机译:一家公司的两个成果在缺乏知识管理的情况下,知识整合与公司解体

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Purpose – To learn to avoid pitfalls there is need to accept and understand failures. This anonymouscase study aims to report a major organisational failure due to the absence of effective knowledgemanagement, where both the reasons for, and organisational consequences of, the failure are fairlyclear. Design/methodology/approach – Within a theoretical framework of organisational autopoiesis,the case study compares knowledge management styles from two eras in the history of oneengineering project management company: as it grew from an acquired site with a single project to amulti-divisional leader in its regional market, and then as it failed in its original line of business to thepoint where it divested most of its assets. Findings – In the first era, the executive and line managers were permissive, allowing project teamsto work out local solutions for business problems as they arose producing successful and profitablesolutions. The decline began and accelerated when management strengthened hierarchical commandand control that stifled knowledge sharing and solution development at the work face and exceededline managers' limits of rationality. Research limitations/implications – This study has the limitations of any historical study of asingle case, exacerbated by a need to maintain the anonymity of the surviving company. Originality/value – Few studies so clearly highlight the critical importance of personal knowledgeand its sharing in knowledge intensive organisations for maintaining successful operations. Successmay have many parents, but in this case the internal comparisons identify specific factors that causeda successful organisation to disintegrate.
机译:目的–要学会避免陷阱,需要接受和理解失败。这项匿名案例研究旨在报告由于缺乏有效的知识管理而导致的重大组织失败,而失败的原因和组织后果都相当清楚。设计/方法/方法–在组织自组织的理论框架内,案例研究比较了一个工程项目管理公司历史上两个时代的知识管理风格:从一个单一项目的收购地点发展为一个项目的多部门负责人区域市场,然后由于其最初的业务失败而剥离了大部分资产。发现–在第一个时代,高管和直属经理放任自流,允许项目团队在产生成功和可盈利的解决方案时为业务问题制定本地解决方案。当管理层加强分级指挥和控制以扼制工作面的知识共享和解决方案开发并超出经理的合理性极限时,这种下降开始并加速了。研究的局限性/意义–这项研究具有任何单一案例历史研究的局限性,需要维持生存的公司的匿名性而加剧了这一局面。原创性/价值-很少有研究能够如此清晰地突出个人知识及其在知识密集型组织中的共享对于维持成功运营的至关重要性。成功可能有很多父母,但是在这种情况下,内部比较可以确定导致成功组织瓦解的特定因素。

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