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Strategic Knowledge Management in Multinational Organizations

Book Description

"Knowledge management (KM) has been implemented in many organizations with impressive success; however, many KM initiatives fail due to a lack of understanding of operational complexities. For multinational organizations, the level of complexity increases many times over.

Strategic Knowledge Management in Multinational Organizations presents a comprehensive set of investigations of a wide range of environmental factors, both internal and external, that contribute to the key challenge of complexity in KM. These factors include culture, technology, communications, infrastructure, and learning and leadership structures. With its inclusive coverage of the salient issues, this reference publication provides libraries with a single source for the defining research on KM in multinational contexts."

Table of Contents

  1. Copyright
  2. Preface
  3. Organization
    1. HRM Practices and Knowledge Transfer in Multinational Companies
      1. ABSTRACT
      2. INTRODUCTION
      3. BACKGROUND
      4. HRM PRACTICES AND KNOWLEDGE RECEIVERS' ABILITY AND MOTIVATION TO ABSORB KNOWLEDGE
      5. HRM PRACTICES AND KNOWLEDGE SENDERS' ABILITY AND MOTIVATION TO TRANSFER KNOWLEDGE
      6. MEASURES
      7. RESULTS
      8. DISCUSSION
      9. CONCLUSION
      10. REFERENCES
      11. ENDNOTES
    2. Knowledge Creation in Commitment-Based Value Networks in Multinational Organizations
      1. ABSTRACT
      2. BACKGROUND
      3. DETERMINANTS OF VALUE NETWORKING STRATEGY
      4. TOWARDS A MODEL OF VALUE NETWORKING
      5. FUTURE TRENDS
      6. CONCLUSION
      7. REFERENCES
    3. The Impact of Group Relationships on Knowledge Sharing: A Cross-Cultural Study
      1. ABSTRACT
      2. INTRODUCTION
      3. STUDIES
      4. CONCLUSION
      5. REFERENCES
    4. Why First-Level Call Center Technicians Need Knowledge Management Tools
      1. ABSTRACT
      2. INTRODUCTION
      3. BACKGROUND
      4. OUTSOURCING CALL CENTER TECHNICIAN POSITIONS TO INDIA
      5. CALL CENTER TECHNICIANS AS THE 21ST KNOWLEDGE WORKER
      6. KNOWLEDGE MANAGEMENT TOOLS IN CALL CENTERS
      7. RECOMMENDATIONS
      8. FUTURE TRENDS AND CONCLUSION
      9. REFERENCES
    5. KAFRA: A Context-Aware Framework of Knowledge Management in Global Diversity
      1. ABSTRACT
      2. INTRODUCTION
      3. GLOBAL DIVERSITY AND SIGNIFICANCE OF A NEW FRAMEWORK
      4. TOWARD A CONTEXT-AWARE FRAMEWORK
      5. COMPONENTS OF KAFRA FRAMEWORK
      6. CONTEXT-AWARE FRAMEWORK OF KM
      7. CONCLUSION
      8. REFERENCES
      9. ENDNOTES
    6. The Role of Culture in Knowledge Management: A Case Study of Two Global Firms
      1. ABSTRACT
      2. INTRODUCTION
      3. LITERATURE REVIEW: KNOWLEDGE MANAGEMENT APPROACHES AND ORGANIZATIONAL CULTURE
      4. CASE DESCRIPTIONS AND ANALYSES
      5. ANALYSIS OF ALPHA'S KNOWLEDGE MANAGEMENT: THE IMPACT OF CULTURE ON KM BEHAVIORS AND OUTCOMES
      6. ANALYSIS OF BETA KNOWLEDGE MANAGEMENT: THE IMPACT OF CULTURE ON KM BEHAVIORS AND OUTCOMES
      7. DISCUSSION
      8. REFERENCES
      9. ENDNOTE
  4. Technology
    1. KM Technologies and the Organizational LOE: The Unintended Consequence of Constant Organizational Change
      1. ABSTRACT
      2. INTRODUCTION
      3. THEORY OF ORGANIZATIONAL LOSS OF EFFECTIVENESS
      4. BUILDING SUCCESSFUL KM PROJECTS
      5. CONCLUSION
      6. REFERENCES
    2. Architecting Knowledge Management Systems
      1. ABSTRACT
      2. INTRODUCTION
      3. KNOWLEDGE MANAGEMENT SOLUTIONS
      4. COMPONENTS OF KNOWLEDGE MANAGEMENT SYSTEMS
      5. ARCHITECTURE OF THE GENERIC KM SYSTEM
      6. PATTERNS FOR ASPECTS
      7. MATURITY OF THE KM SYSTEM
      8. CONCLUSION
      9. REFERENCES
    3. Global Knowledge Management Technology Strategies and Competitive Functionality
      1. ABSTRACT
      2. RESEARCH ISSUE
      3. RESEARCH QUESTION
      4. THE INTERNATIONAL ENGINEERING, PROCUREMENT, AND CONSTRUCTION (IEPC) INDUSTRY
      5. LITERATURE REVIEW
      6. RESEARCH HYPOTHESIS
      7. DATA COLLECTION AND TARGET SAMPLE
      8. RELIABILITY OF MEASURES
      9. CONCLUSION
      10. MANAGERIAL IMPLICATIONS
      11. SUGGESTIONS FOR FUTURE RESEARCH
      12. REFERENCES
    4. Comparing Cultural and Political Perspectives of Data, Information, and Knowledge Sharing in Organisations
      1. ABSTRACT
      2. INTRODUCTION
      3. THEORETICAL BACKGROUND
      4. AN ORGANISATIONAL CULTURE PERSPECTIVE
      5. AN ORGANISATIONAL POLITICS PERSPECTIVE
      6. A SUMMARY
      7. COMPARING THE PERSPECTIVES
      8. PROSPECTS FOR A SYNTHESIS
      9. CONCLUSION
      10. ACKNOWLEDGMENTS
      11. REFERENCES
    5. Technology Trends in Knowledge Management Tools
      1. ABSTRACT
      2. BACKGROUND AND DEFINITIONS: A FOCUS ON PEOPLE AND CONTEXT
      3. SUMMARY AND CONCLUSION
      4. ACKNOWLEDGMENT
      5. REFERENCES1
      6. ENDNOTE
  5. Learning
    1. Improving Global Knowledge Management Through Inclusion of Host Country Workforce Input
      1. ABSTRACT
      2. INTRODUCTION
      3. BACKGROUND
      4. MAIN THRUST OF THE CHAPTER: ISSUES, CONTROVERSIES, PROBLEMS
      5. SOLUTIONS AND RECOMMENDATIONS
      6. FUTURE TRENDS
      7. CONCLUSION
      8. REFERENCES
    2. Developing a Standardization Best Practice by Cooperation Between Multinationals
      1. ABSTRACT
      2. INTRODUCTION
      3. BACKGROUND FOR STARTING THE KNOWLEDGE SHARING PROJECT
      4. PROJECT APPROACH AND RESULTS
      5. CONCLUSION AND DISCUSSION
      6. FINAL REMARKS
      7. ACKNOWLEDGMENT
      8. REFERENCES
    3. The Building of Intellectual Capital Statements in Multinationals: Challenges for the Future
      1. ABSTRACT
      2. INTRODUCTION
      3. INTELLECTUAL CAPITAL
      4. THE DYNAMICS OF KNOWLEDGE FLOWS IN MULTINATIONAL COMPANIES
      5. MEASURING AND REPORTING KNOWLEDGE-BASED RESOURCES IN MULTINATIONALS
      6. CHALLENGES FOR REPORTING KNOWLEDGE-BASED RESOURCES IN MNCs
      7. CONCLUSION AND IMPLICATIONS FOR MANAGEMENT
      8. REFERENCES
    4. Knowledge Management in Research Joint Ventures
      1. ABSTRACT
      2. INTRODUCTION
      3. RESEARCH JOINT VENTURES, LEARNING, AND KNOWLEDGE MANAGEMENT IN MNES
      4. RESEARCH JOINT VENTURES: TAXONOMIC FOUNDATIONS
      5. A TWO-DIMENSIONAL TAXONOMY OF RJVS
      6. EMPIRICAL EVIDENCE IN EUROPE
      7. SUMMARY AND CONCLUSION
      8. REFERENCES
      9. ENDNOTES
    5. CRM Practices and Resources for the Development of Customer-Focused Multinational Organizations
      1. ABSTRACT
      2. INTRODUCTION
      3. ORIGINS AND CONCEPTS OF CRM
      4. STRATEGIC ASPECTS OF CRM
      5. TECHNOLOGICAL ASPECTS OF CRM
      6. CHALLENGES OF CRM IMPLEMENTATION
      7. CRM MEASUREMENT ASPECTS
      8. PRACTICAL CONSIDERATIONS AND REFLEXIONS
      9. CRM AND KNOWLEDGE MANAGEMENT IN MULTINATIONAL ORGANIZATIONS
      10. CONCLUSION
      11. REFERENCES
      12. ENDNOTE
    6. Organizational Learning Process: Its Antecedents and Consequences in Enterprise System Implementation
      1. ABSTRACT
      2. INTRODUCTION
      3. THEORETICAL BACKGROUND
      4. RESEARCH METHODOLOGY
      5. RESEARCH FINDINGS
      6. DISCUSSION AND CONCLUSION
      7. REFERENCES
  6. Leadership
    1. Managing Knowledge Diversity in Distributed Organizational Structures
      1. ABSTRACT
      2. INTRODUCTION: EPISTEMOLOGICAL CONCEPT OF KNOWLEDGE MANAGEMENT
      3. TAKE ACCOUNT OF THE EXPLICIT DIMENSION AND THE TACIT DIMENSION
      4. ANALYZE KNOWLEDGE DIVERSITY IN DISTRIBUTED ORGANIZATIONAL STRUCTURES
      5. ORGANIZATIONAL APPROACH AND MANAGEMENT TOOLS
      6. THE CONCEPT OF NETWORK TO DISCUSS THE DISPERSION OF KNOWLEDGE
      7. SPACES IN WHICH KNOWLEDGE IS CREATED
      8. KNOWLEDGE NETWORKS: BETWEEN DIVERSITY AND COORDINATION
      9. ORGANIZATIONAL DEVICES AND KNOWLEDGE MANAGEMENT
      10. THE VARIOUS DEVICES IDENTIFIED AND ANALYZED
      11. CONNECTING THE DEVICES: THE FACTORS CONTRIBUTING TO THE SUCCESS OF DIVERSIFIED KNOWLEDGE MANAGEMENT
      12. THE FACTORS DETERMINING THE SUCCESSFUL FUNCTIONING OF NETWORKS
      13. GENERAL LESSONS
      14. CONCLUSION
      15. REFERENCES
      16. ENDNOTES
    2. APPENDIX: THE MULTINATIONALS STUDIED
    3. Knowledge Management Success: Roles of Management and Leadership
      1. ABSTRACT
      2. OUTSOURCING AND VIRTUAL TEAMS
      3. KNOWLEDGE MANAGEMENT
      4. KM AND ORGANIZATIONAL PERFORMANCE
      5. KM: CREATION AND TRANSFER OF KNOWLEDGE
      6. KM SUCCESS FACTOR MODEL
      7. KM: ROLE OF MANAGEMENT AND LEADERSHIP
      8. CONCLUSION
      9. REFERENCES
    4. Strategic Knowledge Management in Matrix Multinational Organizations
      1. ABSTRACT
      2. INTRODUCTION
      3. BACKGROUND
      4. THE BUSINESS IMPERATIVE FOR MANAGING KNOWLEDGE, AND HOW THAT INFLUENCES MANAGING KNOWLEDGE WORKERS IN A MATRIX ORGANIZATION MODEL
      5. HUMAN FACTORS RELATED TO MANAGING KNOWLEDGE WORKERS
      6. STRATEGIC FACTORS RELATED TO MANAGING KNOWLEDGE WORKERS
      7. COMMUNICATING BUSINESS DRIVERS FOR STRATEGIC KM
      8. ADVERSE DEMOGRAPHICS
      9. FUTURE TRENDS
      10. CONCLUSION
      11. REFERENCES
    5. A Cross-National Comparison of Knowledge Management Practices in Israel, Singapore, the Netherlands, and the United States
      1. ABSTRACT
      2. CONCEPTUAL BACKGROUND
      3. NATIONAL/REGIONAL CULTURAL CONTEXT
      4. METHODOLOGY
      5. RESEARCH FINDINGS
      6. CONCLUSION
      7. LIMITATIONS AND FUTURE RESEARCH
      8. REFERENCES
      9. ENDNOTE
    6. Developing a Global CRM Strategy
      1. ABSTRACT
      2. INTRODUCTION
      3. GLOBAL CRM STRATEGY
      4. METHOD
      5. FINDINGS
      6. DISCUSSION
      7. REFERENCES
  7. Compilation of References
  8. About the Contributors
  9. Index