Organizational Design for Knowledge Management by Mona Ben Chouikha

By Mona Ben Chouikha

Information and communique applied sciences have elevated their percentage of companies in modern fiscal exchanges. we're witnessing a change of contemporary economies characterised by way of a primary position of knowledge and information within the construction of wealth. to be able to make this intangible source undergo fruit, organisations are trying to find methods, tools, approaches, methods and technical suggestions to successfully deal with wisdom inside of a framework of study into synergies and source interdependence, firms additionally depend on strategic alliances (joint venture), mergers or different felony varieties of organization that experience an influence on wisdom management.  This booklet explores the variety of data administration techniques.

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Generally, there is one project manager and one or more project supervisors in the case of complex projects which are divided into subprojects. On the other hand, with reasonably-sized projects, the project leading and project supervision are done by the same person: the project manager. The project is run by a project manager, whose hierarchical level and title depend on the importance of the project. Assisted by a team, this leader is responsible for the proper execution of the project in accordance with the wishes of 30 Organizational Design for Knowledge Management the client (internal or external).

28 Organizational Design for Knowledge Management A group whose cohesion is not based on the combination of these three dimensions would obviously be excluded from the category “community of practice”. However, as Chanal [CHA 00a] notes, these dimensions are not sufficient to enable us to clearly distinguish a community of practice. Indeed, a project team is founded on the same mechanisms. Wenger and Snyder [WEN 00] also give us some reference points in the form of a “counter-relief” definition of what a community of practice is not.

These powerful actors thus often tend to reuse their past knowledge instead of updating it. Power relations also become apparent over time when the choices made at the earliest Theoretical Anchoring of Knowledge 31 stages of the project are imposed during the later stages without taking account of the constraints inherent to those stages. 6. Knowledge management and cultures A survey of 431 European and American organizations shows that culture – be it national, organizational or professional – is the most important determining factor in knowledge management [RUG 98].

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