Journal of Information Science, 34 (3), 2008 – interesting articles

[Deutscher Titel: Journal of Information Science, 34 (3), 2008 – interessante Artikel]

Untying the knot of knowledge management measurement: a study of six public service agencies in Singapore 259-274
Alton Y.K. Chua and Dion H. Goh

  • Abstract: This paper seeks to contribute to the on-going research in knowledge management (KM) by presenting a study conducted in six public service agencies in Singapore. The study was guided by three research foci, namely, (1) to elucidate the nebulous nature of KM initiatives, (2) to uncover the motivation behind KM measurement and (3) to identify the various elements of a KM initiative that can be measured. Data collected from the public service agencies revealed that KM initiatives were generally top-down and technology-focused. Project management and the need to quantify the value of KM initiatives drove KM measurement. The measurement indicators adopted by the agencies encompassed four elements of measurement: activities, knowledge assets, organizational processes and business outcomes. In conclusion, this paper highlights two practical implications for the design of a KM measurement regime and suggests a number of possible directions for further research.
  • Key Words: knowledge management measurement • case study • public service
  • DOI: 10.1177/0165551507084139

Impact of coherent versus multiple identities on knowledge integration 370-386
Annick Willem, Harry Scarbrough, and Marc Buelens

  • Abstract: This paper addresses the influence of two competing views of social identity on knowledge integration. One view sees social identity primarily as a coherent characteristic of organizations, which can leverage knowledge integration by unconditional cooperative behaviour, shared values, mindsets, trust, and loyalty. The opposing view considers social identity as multiple and fragmented. This fragmented view emphasizes the problematic nature of social identity for knowledge integration and states that social identity is an additional barrier to knowledge integration in organizations. The aim of this paper is to examine these competing accounts and to develop insight into the underlying mechanisms that lead to the different effects of social identity on knowledge integration. Two polar case studies illustrate the different effects of a coherent versus multiple identity on knowledge integration and the need for a coherent company-wide social identity, instead of a multiple community or group based social identity, to leverage knowledge integration in organizations.
  • Key Words: case studies • knowledge integration • multiple social identities • organization theory • organization-wide social identity • social identity
  • DOI: 10.1177/0165551507086259

© 2008 Chartered Institute of Library and Information Professionals

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