Alain Vas

Diffusion of organisational innovation: knowledge transfer through social networks

This paper discusses the linkages between Social Network Theory (Granovetter, 1973) and Organisational Knowledge Theory (Polanyi, 1966; Nonaka, 1994; Nonaka et al., 2001) as it relates to the diffusion of organisational innovation within large organisations. The focus is on examining these theoretical interrelationships in three case studies, delving into major change projects in three large telecommunications firms. The findings indicate that weak ties are vital when the focus is on explicit knowledge, while strong ties are vital when the focus is on tacit knowledge. Further, a model is posed to expand this theoretical interrelationship to include a third dimension: the knowledge source.

World Anti-doping Agency: a meta-organizational perspective

Purpose – The purpose of this paper is to analyze the World Anti-Doping Agency (WADA) through the theoretical framework of meta-organizations that focusses on organizations that are themselves made up of organizations. Design/methodology/approach – The data are drawn from a unique case study based on interviews with WADA experts and documentary analysis. Findings – The authors analyzed WADA through the organizational and strategic dimensions of meta-organizations, which are themselves each defined by two criteria: the mission and scope of the organization vs the hierarchical stratification and decision-making process. The findings suggest that the WADA can be examined through the lens of meta-organizational theory. The criterion of consensus in the decision-making process has already been put forward by scholars, but it needs to be nuanced in the study since it is not the only process used by WADA in its decision-making. Research limitations/implications – The paper enhances the understanding of a specifi...

Exploring knowledge strategy within a knowledge-intensive organisation: a case study approach

This paper investigates the development of a knowledge strategy (Zack, 1999, 2002) using a strategy-as-practice perspective (Jarzabkowski, 2004; Jarzabkowski et al., 2007; Whittington, 1996, 2006), two major research areas in strategic and knowledge management. In order to provide a relevant research field to our investigation, we have selected one of the leading consultant firms in the domain of strategy as well as knowledge management. This paper presents firstly how the concept of knowledge strategy has evolved and has been used within a knowledge-intensive firm and secondly the results of the exploratory study. Those tend to confirm an implementation of an explicit knowledge strategy, distinctively of any knowledge management strategies. More specifically, this identification is done by using the knowledge gaps method proposed by Zack. Actors, practices, organisational structure and culture are hence highlighted. Limitations of the present research are discussed and some further research directions and development are proposed, for instance, the explicit formulation of a knowledge strategy.