[German title: Einführung eines Kundenbeziehungsmanagement-Systems aus einer Wissensmanagement-Perspektive]
Title: Knowledge sharing issues in the introduction of a new technology
Author(s): David Finnegan, Leslie Willcocks
Journal: Journal of Enterprise Information Management
Year: Volume: 19 Issue: 6 Page: 568 – 590
Publisher: Emerald Group Publishing Limited
Abstract: Purpose – This exploratory case study research aims to apply a processual analysis to the implementation of a customer relationship management (CRM) system from a knowledge management perspective to a contemporary (1999-2004) situation within a UK city council. The paper seeks to place a specific focus on areas neglected in previous CRM studies – sub-cultures, psychological contracts, how tacit knowledge is surfaced and transferred, and with what effects on implementation.
Design/methodology/approach – The paper investigates how the system stakeholders and the information system (IS) itself evolved through encountering barriers, sharing knowledge, finding new uses, inventing work-arounds.
Findings – A rich picture emerges of sub-cultural silos of knowledge linked with psychological contracts and power-based relationships influencing and inhibiting adoption and acceptance of the CRM system.
Originality/value – This case study research provides useful information on the implementation of a CRM system from a knowledge management perspective with a specific focus on sub-cultures, psychological contracts, how tacit knowledge is surfaced and transferred, and with what effects on implementation, which are areas neglected in previous CRM studies.
Keywords: Customer relations, Knowledge management, Knowledge sharing, Psychological contracts, United Kingdom
Article Type: Research paper
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