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Implementation of an IT system: Knowledge management perspectives

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  1. Introduction
  2. The role of the IT system
    1. Gathering and transforming data
    2. Shared knowledge
  3. A look into what kind of knowledge IT is.
    1. Explicit knowledge
    2. Tacit knowledge
  4. Managerial consequences
    1. A new deal for processes and power
    2. Knowledge repositories and personal interest
  5. Gathering data and the fear of a panoptical tool
  6. Conclusion
  7. Bibliography

Managing information and knowledge have become the core activity for a number of companies. As Florida (2002) describes in books, the rise of the creative class, companies are now learning organization that need to innovate and create knowledge. Due to globalization companies have to handle more and more information coming from several and different sources all around the world. Moreover the internationalization of markets has made people to work with colleagues in different sites, sometimes thousand of kilometers away. Managing all this transformation is a real challenge for today's companies and the Information Technologies (IT) are often seen as a holly key, to connect people, gather, and store and spread information.

In this paper I will try to understand the different stakes when a company implements a new IT system. Settling a new system is seen as an important moment in companies' life and requires a lot of investment from all the members of the organization. The IT system will handle a more or less important part of the information, but also the interaction between workers.

[...] Managerial consequences Now we have seen the different way an IT system can support knowledge management, we will focus on managerial consequences and power relation when organizations implement a new IT system. We will see first that this leads to a new deal in terms of organization culture and business practices and power. Then we will explore the effect of building a knowledge repository. Finally we will see how IT system can be considered as a panoptical tool. Power will be seen here as (scare) resource whose allows people to shape the behavior of others?, Hislop (2005 p. [...]

[...] Shared knowledge Geoff Walsham (2001) argues that the firms have to provide the right tool to allow different communities of practices and workgroup among it to share, exchange and create knowledge. By having a place to share and exchange knowledge, the work group can develop new knowledge or access quickly to information. Concerning the communities of practice, the electronic place has to be informal and often a discussion board or simply emails are enough. Customer Relationship Management (CRM) software is a good example. [...]

[...] Tacit knowledge Tacit knowledge, because it is highly embodied in the context and environment, is harder to synthesize in an IT system. This knowledge refers to the know who and know how of Joanne Roberts (2000) definition. Concerning the know how, for example, you can find a contact book with several phone number and address without knowing how to use them. I mean, the holder of the contact book have personal relation and knowledge about each contact. This highly personal knowledge can be transfer only through an IT system. [...]

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