2134/14663
M.N. Ravishankar
M.N.
Ravishankar
Shan L. Pan
Shan L.
Pan
The influence of organizational identification on organizational knowledge management (KM)
Loughborough University
2014
Knowledge management (KM) implementation
Organizational identity
Identification
Case study
Business and Management not elsewhere classified
2014-05-22 15:41:54
Journal contribution
https://repository.lboro.ac.uk/articles/journal_contribution/The_influence_of_organizational_identification_on_organizational_knowledge_management_KM_/9498566
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.