A Business Process Oriented Method of KM Solution Design: The Case of Samsung Electronics Anycall Gumi

Building a knowledge management (KM) solution based on a business process oriented methodology requires a transition from the traditional whole company approach to an approach focusing on a certain knowledge intensive business process, which is the core importance for a company. We chose a process dependent method as it provides practically relevant advice for managers who are striving to inject knowledge-leveraging activities inside everyday work activities of their employees. Knowledge only has organizational value when applied in better decision making or improved behavior of employees, thus, KM-related interventions need to have impact directly in value-adding business process. We present how KM projects can be more successful if they are treated as business process oriented organizational change projects. The goal of this article is: 1) to provide a six step method for design of knowledge management solutions, and 2) to show its practical application in the case of Samsung Electronics Anycall Gumi

Low heed in organization theory

This essay borrows the construct of “heedful interrelating” from Weick and Roberts’s (1993) study of aircraft carrier flight decks, and uses the construct to analyze the social processes that structure contemporary scholarship in organization theory. We argue that organization theory often operates as a low-heed discipline, in which scholars take minimal heed of the contributions of their fellows. This condition of low heed is revealed in several specific aspects of the discipline: lack of attention to testing previously published theories, lack of emphasis on replication of published empirical research, low standardization of construct definition and measurement, and a minimally developed division of labor between theorists and empirical researchers. We explore the causes of this low-heed state in contemporary organization theory, and we also enumerate some advantages of low heed in the discipline. We devote attention to the effects of low heed on the training of newcomers to the field, and we argue that doctoral education in organization theory is both an effect and a cause of low heed. Finally, we offer some suggestions for incorporating more scholarly heed into organization theory without destroying the major advantage of a low-heed discipline – freedom of inquiry. We also indicate how a cautious increase of heedful interrelating in organization theory might improve the perceived relevance of its research results for management practice

The enactment of organizational decline: The self-fulfilling prophecy

Building on the enactment perspective and past work on the self-fulfilling prophecy, this paper explores how organizational decline can be enacted through self-fulfilling prophecies of decline. We present two self-fulfilling prophecy-based models of organizational decline, one in which decline is enacted unintentionally through the predictions of an organization's managers, and a second in which decline is enacted unintentionally through the predictions of external constituencies. We articulate propositions that capture the dynamics of each model and that are intended as a platform for future empirical research. We also discuss the implications of our theoretical framework for future theory development on the causes of organizational decline, and offer suggestions for managers who wish to avoid organizational decline

Business ideologies and perceived breach of contract during downsizing: the role of the ideology of employee self-reliance

This paper represents an initial effort to explore the empirical relationship between business ideologies and perceptions of organizational downsizing. The results of four studies, two conducted in the US and one each in Singapore and Korea, suggest that respondents' belief in the ideology of employee self‐reliance reduces the degree to which they perceive layoffs as a breach of the psychological contract. This finding appears to generalize to respondents' perceptions of their own layoffs and also to respondents' perceptions of layoffs happening to others. We spell out the implications of these results for the evolving theory of the ideological foundations of perceptions of downsizing

Low Heed in Organization Theory

de Management Stratégiqu