Closing the gap: towards a process model of post-merger knowledge sharing

The Resilience of Pre-Merger Fields of Practice During Post-Merger Information Systems Development

This article analyzes the interactions among individuals engaged in information system development (ISD) projects aimed to support an organization created by the merger of previously independent entities. The authors draw on a practice perspective on knowledge sharing across boundaries to analyze two ISD projects in a post-merger integration (PMI) context of the merger of three hospitals. In both projects, the final IS-enabled practices differed from the post-merger practices that had been planned by the hospital management. Our analysis suggests that pre-merger fields of practice tend to be resilient, and that this resilience originates in some of the agents' actions aimed at maintaining the status quo. In addition, they found this resilience to be facilitated by the ease of tailoring the software packages used to develop the two IS.

The Importance Role E-Collaboration Capability and Information System Maturity on Knowledge Sharing and SMEs Marketing Performance

This article discusses the effect of e-collaboration capability and information system maturity on knowledge sharing and SMEs marketing performance. This study was conducted at SMEs in Central Java which had used information system and technology in collaborating with partners and customers. There were 160 respondents in this research who were the owners or managers of SMEs in Central Java, Indonesia. This research used structural equation modeling analysis. AMOS version 21 was used to process the data. The result of this research showed that all proposed hypotheses were accepted. First, e-collaboration capability has positively and significantly influenced knowledge sharing. Second, knowledge sharing has positively and significantly influenced SME marketing performance. Third, e-collaboration capability has positively and significantly influenced SME marketing performance. Fourth, information system maturity has positively and significantly influenced knowledge sharing. Fifth, information system maturity has positively and significantly influenced SME marketing performance.

Impact of Knowledge Management Processes for Sustainability of Small Family Businesses: Evidences from the Brassware Sector of Moradabad (India)

In this research paper, we have studied the role and process of knowledge management in small family businesses at different stages of its growth: startup, business consolidation and succession. We intend to study if in family run MSME clusters education of firm owner gives any edge in the sustainability of the business. There is lack of availability of literature on study of Indian MSME with family business perspective. Our study encompasses factors that stimulate innovation, technology acquisition and business growth and sustainability. Evidences have been drawn from brass manufacturing cluster of Moradabad, Uttar Pradesh, India. The research is based on cross-case analysis of six brassware manufacturing units of Moradabad. We attempted to build on existing literature reviews on knowledge management process in family firms and assess how these theories fit in case of small family run export oriented enterprises, which are highly competitive. It was found family relationship, attitude to learn, critical thinking and social capital are keys in determining sustainability of these firms. A theoretical model has been curved out of the study.

Revisiting knowledge sharing from the organizational change perspective

Purpose

– The purpose of this study is to identify how knowledge sharing literature has discussed task, structure, technology and people as elements of organizational change and to examine the interactions between the four elements of knowledge sharing.

Design/methodology/approach

– The research questions guiding the study are: How do organizational change elements influence knowledge sharing? and What are the critical elements of organizational change in relation to knowledge sharing? Based on Leavitt’s (1965) organizational change model, 133 articles published between 2000 and 2012 from 13 journals were reviewed and analyzed.

Findings

– The total number of articles covering task, structure, technology and people in knowledge sharing was 49, 79, 49 and 97, respectively. Of all references, 97 articles (72 per cent) discussed the important aspects of people, and 79 articles (59 per cent) emphasized the influential role of organizational structure in knowledge sharing. The highest frequency of interactions (48 articles) was the interaction between structure and people (Interaction 5).

Research limitations/implications

– To capture broader phenomena on knowledge sharing in organizational change, multiple data sources and a variety of journals with a longer timeframe should be collected and a more comprehensive review should be conducted. All perspectives of organizational change were not applied to this study. Theoretically, this study attempted to illuminate how knowledge sharing has been explored through the lens of four elements in organizational change and the interactions between the elements. This study attempted to expand the use of Leavitt’s (1965) model by applying interactive relationships among the elements to knowledge sharing.

Practical implications

– The findings can advance strategic and managerial practice by informing the planning and development of knowledge sharing associated with change in organizations. A key question is how to identify the major component of change which will trigger the other changes in the current architecture of knowledge sharing in their organizations. This study suggests that elements of structure and people, when organization face either planned or unplanned change, are critical for successful knowledge sharing by making the interactive connections with other components of change.

Originality/value

– The contributions of this study are that it provides an integrative review in selected journals of knowledge sharing in terms of organizational change. By examining how knowledge sharing studies have addressed the four change factors and multi component changes, this study explains one change in knowledge sharing leads to multi-component changes. Additional contribution is that it makes connections between knowledge sharing and organizational change.