Knowledge sharing issues in the introduction of a new technology
Journal of Enterprise Information ManagementPublished 1 November 2006
David Finnegan, Leslie P. Willcocks
Citations29
SJR quartileQ1
SJR score1.68
SNIP2.08
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TL;DR
A rich picture emerges of sub‐cultural silos of knowledge linked with psychological contracts and power‐based relationships influencing and inhibiting adoption and acceptance of the CRM system.
Abstract
Purpose This exploratory case study research aims to apply a processual analysis to the implementation of a customer relationship management (CRM) system from a knowledge management perspective to a contemporary (1999‐2004) situation within a UK city council. The paper seeks to place a specific focus on areas neglected in previous CRM studies – sub‐cultures, psychological contracts, how tacit knowledge is surfaced and transferred, and with what effects on implementation. Design/methodology/approach The paper investigates how the system stakeholders and the information system (IS) itself evolved through encountering barriers, sharing knowledge, finding new uses, inventing work‐arounds. Findings A rich picture emerges of sub‐cultural silos of knowledge linked with psychological contracts and power‐based relationships influencing and inhibiting adoption and acceptance of the CRM system. Originality/value This case study research provides useful information on the implementation of a CRM system from a knowledge management perspective with a specific focus on sub‐cultures, psychological contracts, how tacit knowledge is surfaced and transferred, and with what effects on implementation, which are areas neglected in previous CRM studies.
Keywords
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