Mapping knowledge management and organizational learning in support of organizational memory

The normative literature within the field of Knowledge Management has concentrated on techniques and methodologies for allowing knowledge to be codified and made available to individuals and groups within organizations. The literature on Organizational Learning however, has tended to focus on aspects of knowledge that are pertinent at the macro-organizational level (i.e. the overall business). The authors attempt in this paper to address a relative void in the literature, aiming to demonstrate the inter-locking factors within an enterprise information system that relate knowledge management and organizational learning, via a model that highlights key factors within such an inter-relationship. This is achieved by extrapolating data from a manufacturing organization using a case study, with these data then modeled using a cognitive mapping technique (Fuzzy Cognitive Mapping, FCM). The empirical enquiry explores an interpretivist view of knowledge, within an Information Systems Evaluation (ISE) process, through the associated classification of structural, interpretive and evaluative knowledge. This is achieved by visualizng inter-relationships within the ISE decision-making approach in the case organization. A number of decision paths within the cognitive map are then identified such that a greater understanding of ISE can be sought. The authors therefore present a model that defines a relationship between Knowledge Management (KM) and Organisational Learning (OL), and highlights factors that can lead a firm to develop itself towards a learning organization

Language of Change

Changing organizational culture is a challenging undertaking, especially when it is attempted through a global change in systems and processes, such as Enterprise Resource Planning (ERP) Implementations. During these transformations, organizations desire alignment between people at different levels and across various parts of the organization; and communication is considered a critical factor to developed shared meaning leading towards alignment. This research redefines alignment as a dynamic push-pull communication model for change in which the traditional top-down “push” communication frames the overall purpose and objectives of a change while the deeper-level “pull” communication helps employees make sense of the change—what the change means to them and their departments. Research was conducted through semi-structured interviews of employees of a global entertainment and media company that is doing an ERP implementation to change the culture of their home-video division from creative high-margin mindset to process efficiency driven organization can reduce its costs to improve its eroding profit margins. Various aspects of communication, such as boundary objects and stories, are analyzed to understand how they lead to alignment and misalignment as the ERP-driven change unfolds

On the User Perception of Configurable Reference Process Models - Initial Insights

Enterprise Systems potentially lead to significant efficiency gains but require a well-conducted configuration process. A configurable reference modelling language based on the widely used EPC notation, which can be used to specify Configurable EPCs (C-EPCs), has been developed to support the task of Enterprise Systems configuration. This paper presents a laboratory experiment on C-EPCs and discusses empirical data on the comparison of C-EPCs to regular EPCs. Using the Method Adoption Model we report on modeller’s perceptions as to the usefulness and ease of use of C-EPCs, concluding that C-EPCs provide sufficient yet improvable conceptual support towards reference model configuration

Unleashing the Effectiveness of Process-oriented Information Systems: Problem Analysis, Critical Success Factors, Implications

Process-oriented information systems (IS) aim at the computerized support of business processes. So far, contemporary IS have often fail to meet this goal. To better understand this drawback, to systematically identify its rationales, and to derive critical success factors for business process support, we conducted three empirical studies: an exploratory case study in the automotive domain, an online survey among 79 IT professionals, and another online survey among 70 business process management (BPM) experts. This paper summarizes the findings of these studies, puts them in relation with each other, and uses them to show that "process-orientation" is scarce and "process-awareness" is needed in IS engineering

Beyond enterprise resource planning projects: innovative strategies for competitive advantage

ABSTRACT A rapidly changing business environment and legacy IT problems has resulted in many organisations implementing standard package solutions. This 'common systems' approach establishes a common IT and business process infrastructure within organisations and its increasing dominance raises several important strategic issues. These are to what extent do common systems impose common business processes and management systems on competing firms, and what is the source of competitive advantage if the majority of firms employ almost identical information systems and business processes? A theoretical framework based on research into legacy systems and earlier IT strategy literature is used to analyse three case studies in the manufacturing, chemical and IT industries. It is shown that the organisations are treating common systems as the core of their organisations' abilities to manage business transactions. To achieve competitive advantage they are clothing these common systems with information systems designed to capture information about competitors, customers and suppliers, and to provide a basis for sharing knowledge within the organisation and ultimately with economic partners. The importance of these approaches to other organisations and industries is analysed and an attempt is made at outlining the strategic options open to firms beyond the implementation of common business systems