After a decade of articles and projects around the management of knowledge, we see a high degree of dissatisfaction with KM as a managerial tool in the Multi-National Corporations (MNC). It is increasingly evident that KM systems that are designed on an ad hoc basis do often not survive beyond initial fascination. This paper outlines several essential choices that managers need to address when designing knowledge management systems. In particular, we argue that choices made in KM system design with regards to (a) centralization, (b) incentives, (c) information and communication technology support, and (d) knowledge codification need to be strategically aligned to be complementary to each other. We believe that the degree of satisfaction with KM projects can be increased if KM system design decisions are not disconnected but are internally consistent and strategically aligned.
Designing integrated knowledge management systems in the multinational corporation
VENZIN, MARKUS
2005
Abstract
After a decade of articles and projects around the management of knowledge, we see a high degree of dissatisfaction with KM as a managerial tool in the Multi-National Corporations (MNC). It is increasingly evident that KM systems that are designed on an ad hoc basis do often not survive beyond initial fascination. This paper outlines several essential choices that managers need to address when designing knowledge management systems. In particular, we argue that choices made in KM system design with regards to (a) centralization, (b) incentives, (c) information and communication technology support, and (d) knowledge codification need to be strategically aligned to be complementary to each other. We believe that the degree of satisfaction with KM projects can be increased if KM system design decisions are not disconnected but are internally consistent and strategically aligned.
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