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Title: The influence of organizational identification on organizational knowledge management (KM)
Authors: Ravishankar, M.N.
Pan, Shan L.
Keywords: Knowledge management (KM) implementation
Organizational identity
Case study
Issue Date: 2008
Publisher: © Elsevier Ltd.
Citation: RAVISHANKAR, M.N. and PAN, S.L., 2008. The influence of organizational identification on organizational knowledge management (KM). OMEGA International Journal of Management Science, 36 (2), pp. 221 - 234.
Abstract: Information technology (IT) outsourcing vendor organizations contain isolated business units whose creation and sustenance greatly facilitate business operations. But they also introduce important challenges for organizational knowledge management (KM). In this paper, based on 7 months of intensive field-work at India Inc., a leading Indian IT firm, we looked at how members’ identification with two organizations, their own and their client organization, influences their compliance with an organizational KM initiative. The findings show that members have difficulties in complying with the expectations of the organizational KM initiative owing to a stronger identification with their client organizations. At the same time, they comply readily with KM initiatives at the business unit level. The findings show that KM managers at India Inc. use the help of middle level managers in the business units in their efforts to improve members’ compliance with organizational KM. Theoretical and managerial implications of the study are discussed.
Description: Closed access. This article was published in the journal, Omega [© Elsevier Ltd.] and the definitive version is available at: http://dx.doi.org/10.1016/j.omega.2006.06.006
Version: Published
DOI: 10.1016/j.omega.2006.06.006
URI: https://dspace.lboro.ac.uk/2134/14663
Publisher Link: http://dx.doi.org/10.1016/j.omega.2006.06.006
ISSN: 0305-0483
Appears in Collections:Closed Access (Business)

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