Revisiting IT readiness:an approach for small firms

Drawing from the literature, this paper offers an empirically validated framework for examining IT readiness in small firms. A conceptual framework of IT readiness for small firms is developed and validated empirically using a quantitative survey of 117 UK manufacturing small firms to identify distinct clusters of firms according to their states of IT readiness. The survey responses are grouped according to three distinct profiles that display varying degrees of IT readiness depending upon their strategic motivation, IT processes, project management and technology complexity. The novelty of the conceptual model differs from the prior literature on IT readiness by explicitly recognising the potential effect of IT maturity on the capability of the firm to respond to opportunities in its external environment. The paper also distinguishes between internal IT processes and project management skills

A situated knowledge work context perspective on knowledge management software-organisation misalignments

Underpinned by the work of Schultze and Boland (2000) on situated knowledge work context, and using Bourdieu’s (1990) theory of practice, this paper draws attention to potential sources of likely misalignment between Knowledge Management (KM) software and the implementing organisation. Using the case of a global IT-Management consultancy firm, the paper elucidates KM softwareorganisation misalignments as the consequence of differences between organisational and KM technology developer’s ‘situated’ knowledge work contexts with due consideration of the case organisation’s large and diverse user base. Such contextual differences reflect the differing ‘situated’ knowledge work structures that KM technology developers and adopting organisations deliberately acquire and evolve over time. Theoretically, by giving a more comprehensive account of how knowledge work structures were emergent and then embedded into the organisation that either develops or implements the technology, we wish to provide readers with insights into the sources of misalignment, thereby enriching theory of KM technology implementation. Practically, studies of this nature would help make organisations more aware of the factors that can influence KM software package implementation, particularly in the case of large firms that are characterised by high-value, text-based knowledge for decision-making, such as consultancies, R&D, healthcare or legal organisations

Understanding Knowledge Management Software Acquisition in Organisations: A Conceptual Framework

The increasing importance of Knowledge Management (KM) has prompted many researchers to examine facets of the topic. However, understanding the acquisition of KM software in organisations and particularly the factors and conditions that affect the acquisition process has been largely ignored in the literature. Here we argue that incorporating an understanding of issues relating to KM software acquisition into KM frameworks could have real business benefits such as substantial savings in terms of cost, time, and improved administrative procedures, and could lessen the risk and uncertainty associated with KM software. The paper first examines KM definitions, KM processes and frameworks. Then, it briefly reviews evaluation criteria for acquiring KM software. A conceptual framework is introduced to describe the nature of the KM software acquisition process. Lastly, that framework is illustrated using two case studies to highlight its usefulness. This framework can also be used as a tool to explore the appropriateness of a particular software solution to an organisation by analysing the solution against the factors and conditions depicted in the framework. Empirical examination of the factors identified in our framework could also lead to a better understanding of the critical success factors of KM initiatives

UNDERSTANDING KNOWLEDGE MANAGEMENT SOFTWARE-ORGANISATION MISALIGNMENTS FROM AN INSTITUTIONAL PERSPECTIVE: A CASE STUDY OF A GLOBAL IT-MANAGEMENT CONSULTANCY FIRM

Inspired by the proposition that Enterprise information systems configurations chosen by the organisations will encode institutionalised principles into these systems (Gosain, 2004: 169), this study seeks to draw attention to potential sources of likely misalignment between Knowledge Management (KM) software and the implementing organisation from an institutional theory perspective. Employing a conceptual framework based on this perspective and the extended theory of structurational properties of technology and using a case study of a global IT-Management consultancy firm, the study elucidates KM software-organisation misalignments as the consequence of differences between organisational and KM technology developer\u27s contexts with due consideration of the case organisation\u27s large and diverse user base. Such contextual differences reflect the different institutional contexts where KM technology developers and adopting organisations operate. Theoretically, this study is arguably the first of its kinds to demonstrate how institutional forces can affect KM technology adoption and implementation in an actual business case, thereby enriching institutional theory. Practically, studies of this nature should assist organisations toward understanding the factors inherent within a successful implementation of KM technology in large firms, particularly those rich in high-value text-based knowledge for making decisions like management consultancies and legal organisations

Understanding knowledge management software-organisation misalignments from an institutional perspective:A case study of a global IT-management consultancy firm

Inspired by the proposition that “Enterprise IS configurations chosen by the organisations will encodeinstitutionalised principles into these systems” (Gosain, 2004, p. 169), this study seeks to draw attentionto potential sources of misalignment between knowledge management (KM) software and the imple-menting organisation from an institutional theory perspective. Using a case of a global consultancy firm,the study elucidates such misalignments as the consequence of different institutional contexts wheretechnology developers and adopters operate. This study demonstrates how institutional forces affect theimplementation project and provides some lessons learned for organisations that are rich in high-valuetext-based knowledge for making decisions

Re-conceptualizing dynamic capabilities in the light of sustainability

In this paper, we argue for a re-conceptualization of dynamic capabilities that explicitly integrates sustainability. We begin by exploring aspects where sustainability requires a different approach to the standard business outlook, namely in the range of actors that have an interest in the company and in the nature of the interdependencies that arise from managerial decision-making. We show how these aspects have implications for the conventional treatment of dynamic capabilities. Hence, we argue that our understanding of dynamic capabilities needs to change as sustainability reframes the context of mainstream business operations. This discussion leads us to develop the concept of sustainability-driven dynamic capabilities that act hierarchically on dynamic capabilities orientated towards renewal and regeneration

Dynamic capabilities for sustainability

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