Knowledge network modelling to support decision-making for strategic intervention in IT project-oriented change management

This is the Accepted Manuscript version of an article published by Taylor & Francis in Journal of Decision Systems on 20 March 2014, available online: http://www.tandfonline.com/doi/abs/10.1080/12460125.2014.886499.This paper focuses on knowledge management to enhance decision support systems for strategic intervention in information technology (IT) project-oriented change management. It proposes a model of change management knowledge networks (CMKNM) to support decision by tackling three existing issues: insufficient knowledge traceability based on the relationships between knowledge elements and key factors, lack of procedural knowledge to provide adequate policies to guide changes, and lack of ‘lessons learned’ documentation in knowledge bases. A qualitative method was used to investigate issues surrounding knowledge mobilisation and knowledge networks. Empirical study was undertaken with industries to test the CMKNM. Results are presented from the empirical study on the key factors influencing knowledge mobilisation in IT project-oriented change management, knowledge networks and connections. The CMKNM model allows key knowledge mobilisation factors to be aligned with each other; it also defines the connections between knowledge networks allowing knowledge to be mobilised by tracing knowledge channels to support decision.Peer reviewe

Exploring knowledge leakage risks exposure resulting from 3D modellling in organizations : a case study

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Using phenomenological constructivism (PC) to discuss a mixed method approach in information systems research

This paper used phenomenological constructivism to demonstrate and evaluate a mixed method approach for conducting information systems research. It evaluated the implementation and implications of mixed methods approach as an exploratory and inductive research method. A case study which made use of in-depth interviews was used to provide the dominant qualitative (QUAL) method. Following this, a questionnaire survey was used to provide the results for the less dominant method which is the quantitative (QUAN) data. The mixed method approach was adopted to enhance the completeness and accuracy of the interpretation of the study. It provided a number of recommendations for the use of mixed methods approach for IS projects

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Intention and effect of IS solutions: does risk management stifle creativity

Intention and effect of IS solutions: does risk management stifle creativity?

This paper considers the impact of information systems (IS) solutions on creativity and innovation within organizations and the associated role of risk assessment. It does this through an analysis of the results of two diverse studies. The studies are, respectively, an investigation of the relationship between the intention behind the initiation of an IS project and the post-implementation effect of the system on the organization; and an analysis of tensions that appear to exist between creativity and the norm of software systems. Both studies are empirically based, but take data from very distinct and diverse areas, i.e. large financial and manufacturing organizations, and composers of electroacoustic music, respectively. The final part of the paper argues that better IS project management and risk management in particular has the potential for reducing divergence between intended and actual IS project outcomes evident in the first study, but this may also have adverse effects. Organizations in all walks of life rely on the creativity and innovation of their employees, but risk management is concerned with applying constraints on the nature and implementation of IS solutions. Specifically, results from the second study suggest that conservative IS solutions that may result from rigorous risk management may impede creative activities. Thus, the paper identifies a need for further research into creativity and its implications for IS solutions and their management