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Journal cover: Journal of Knowledge Management

Journal of Knowledge Management

ISSN: 1367-3270

Online from: 1997

Subject Area: Information and Knowledge Management

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An innovation perspective of knowledge management in a multinational subsidiary


Document Information:
Title:An innovation perspective of knowledge management in a multinational subsidiary
Author(s):Mirta Amalia, (Manchester Institute of Innovation Research (MIOIR), University of Manchester, Manchester, UK), Yanuar Nugroho, (Manchester Institute of Innovation Research (MIOIR) and to the Centre for Development Informatics (CDI) at the University of Manchester, Manchester, UK)
Citation:Mirta Amalia, Yanuar Nugroho, (2011) "An innovation perspective of knowledge management in a multinational subsidiary", Journal of Knowledge Management, Vol. 15 Iss: 1, pp.71 - 87
Keywords:Information strategy, Information systems, Innovation, Knowledge management
Article type:Case study
DOI:10.1108/13673271111108701 (Permanent URL)
Publisher:Emerald Group Publishing Limited
Acknowledgements:The authors would like to thank Stan Metcalfe and Davide Consoli for their constructive comments on the earlier draft of this paper, and are also grateful for the information provided by the informants in the interviews. The earlier version of this paper has been published in Manchester Business School (MBS) Working Paper Series No. 594. Received: 3 March 2010 Accepted: 7 July 2010
Abstract:

PurposeThis paper seeks to explore the implementation of knowledge management in a telecommunication multinational subsidiary and to investigate factors that affect the performance as well as the impacts.

Design/methodology/approachInnovation perspective informs the identification of the ways in which KM strategies are devised and put into action. Using in-depth interviews and direct observation, the paper maps some problems associated with the strategy and implementation of KM.

FindingsThe case shows that the lack of organisation-wide integrated systems, which is typical across different organisations, does contribute to this problem. However, the main predicament lies with the fact that a KM-enabling scheme is never explicitly prioritised in the organisation's information systems strategy.

Practical implicationsKM implementation should take into account both technological innovation and organisational innovation. Neglecting one aspect poses apparent danger that the implementation is unlikely to bring about benefit to the organisation.

Originality/valueThis paper presents the case of a multinational company subsidiary in a developing economy, i.e. Indonesia. It is expected that this case will help substantiate an instance of KM implementation in an emerging economy and latecomer development, which might impact the operation and working of a multinational subsidiary.



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