Managing organizational networks and knowledge transfer in a global service company
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Track K: Knowledge & Innovation in Service Organizations Wednesday 9:45-11:00 – Guyacan Room. Managing organizational networks and knowledge transfer in a global service company. Alexandre Perrin PhD Student. Tracy Stanley Knowledge Manager. Nicolas Rolland Professor.

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Managing organizational networks and knowledge transfer in a global service company

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Managing organizational networks and knowledge transfer in a global service company

Track K: Knowledge & Innovation in Service Organizations

Wednesday 9:45-11:00 – Guyacan Room

Managing organizational networks and knowledge transfer in a global service company

Alexandre Perrin

PhD Student

Tracy Stanley

Knowledge Manager

Nicolas Rolland

Professor


1 issues raised by the article

1. Issues raised by the article

  • Why are some firms able to enhance and to maximize knowledge residing in the whole organization while others are not?

    • Theory of the Resource Based View of the firm (RBV)

  • How an organization can manage organizational networks and knowledge transfer?

    • Knowledge Management Strategies (KMS)

  • What is the role of Communities of Practice to integrate knowledge in a global service company?

    • Communities of Practice (CoPs)


2 methodology

2. Methodology

  • Qualitative Research: Case study in Amadeus

    • 31 interviews in 28 European and Latin America services were conducted by the ‘Knowledge Manager’ of Amadeus (Sophia Antipolis – France) during two years.

    • To evaluate the effectiveness of a best practice transfer program in the Marketing division.

    • To assess the needs for Communities of Practice.

  • Quantitative Research

    • The Collaborative Climate Index (developed by Sveiby & Simmons, 2002) on Communities of Practice in Amadeus.

    • Survey on 92 firms (Rolland, 2004) on Knowledge Management Strategies outside Amadeus.


3 results

3. Results

  • Transfer of Best Practices

    • Critical importance of face-to-face communication (technology should be limited as an enabler)

    • Complexity of factors that impact knowledge transfer (especially cultural factors)

    • Need for tackling knowledge transfer barriers

  • Communities of Practice

    • Lack of commitment from top management has “helped” the development of transfunctional communities.

    • Networks of people are disconnected from each other with each others.

      Need for a Knowledge Manager who ‘re-plugs’ networks of people


4 discussion the role of knowledge management

4. Discussion: The role of Knowledge Management

  • Knowledge Managers encourage and initiate investments in information technology as well as in the social environment.

  • Communities of Practice help to develop the appropriate relationships and context that allow knowledge to flow between those who have knowledge and those who require it.

  • Knowledge Management practices have shifted to socialization


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