International Journal Of Information Management
knowledge management; software; misalignment; institutional theory; consultancy firm; Computer Science; Information Systems
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.
Le-Nguyen, K., Harindranath, G., & Dyerson, R. (2014). Understanding knowledge management software-organisation misalignments from an institutional perspective: A case study of a global IT-management consultancy firm. International Journal of Information Management, 34(2), 226-247. doi: 10.1016/j.ijinfomgt.2013.11.003
NOTICE: this is the author’s version of a work that was accepted for publication in the International Journal of Information Management. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in the International Journal of Information Management, 34, 2, 04-01-2014, 10.1016/j.ijinfomgt.2013.11.003.