Jimmy C. Huang

Knowledge integration processes and dynamics within the context of cross-functional projects

This paper examines the dynamics of knowledge integration in the context of cross-functional project implementation within four large organizations. Specifically, the research focuses on exploring and conceptualizing the efficiency, scope and flexibility of knowledge integration [Organization Science, 7(4) (1996), 375] of which limited empirical evidence has been offered. Through the comparative study, the findings suggest that knowledge integration in the context of cross-functional project implementation is in essence a process of engaging organizational members through the promotion of project benefits and the management of social networks. Also, our findings reveal that an organizations embedded practices, past integration experience and social capital plays a key role in shaping the level of coordination that in turn influences the efficiency and scope of integration. In particular, the development and nurturing of social capital within and beyond the project team is crucial, as is the promotion of project awareness through the creation of common knowledge.

Implementing enterprise resource planning and knowledge management systems in tandem: fostering efficiency and innovation complementarity

This paper examines the simultaneous implementation within a single organization of two contemporary managerial information systems—Enterprise Resource Planning (ERP) and Knowledge Management (KM). Exploring their simultaneous deployment within an organization provides an opportunity to examine the resulting interactions and impacts. More specifically, we examine their combined influence on improving organizational efficiency and flexibility, two outcomes which traditional organizational theory suggests are incompatible. Through an interpretative case study, the research confirms that: (1) the two systems can be implemented in tandem to good effect; (2) complementarity between the two systems is possible, although this is not an automatic outcome, it has to be fostered. This complementarity is analyzed in relation to the four mechanisms (namely partitioning, enrichment, metaroutines and switching) proposed by Adler, Goldoftas and Levine (Organization Science 10 (1999) 43), as vital for the simultaneous development of organizational efficiency and flexibility.

Structurational analysis of e-government initiatives: a case study of SCO

Abstract Governments are eagerly looking toward a digital future, but their view is obstructed by the challenges they face in modernizing such vast enterprises. This case study discusses how a government agency developed and implemented an e-procurement system. In particular, the study findings suggest that in the initial stage of any e-government projects, having a tele-cooperation perspective would be useful as it provides a holistic view, focussing on the support of computer-mediated cooperation in a comprehensive sense. We analyse the data using a structurational model, to identify issues in developing this initiative, and construct a framework to analyse future e-government initiatives. We hope to provide a foundation for further discussions on this increasingly important area of research and practice.

Overcoming knowledge management challenges during ERP implementation: The need to integrate and share different types of knowledge

In this article, the author examines an enterprise resource planning (ERP) adoption process in a particular case setting to explore the knowledge management challenges encountered, specifically challenges related to the sharing and integration of knowledge, and the ways that social capital is used to overcome these challenges. More specifically, the author relates the different sources and effects of social capital to the different implementation phases, with their differing knowledge management challenges. By doing so, he highlights the relative importance of the bridging and bonding aspects of social capital that vary during different phases because of the different types of knowledge that become more or less important over the lifecycle of the project—embrained, embodied, encultured, embedded, and encoded.

The process of global knowledge integration: a case study of a multinational investment bank's Y2K program

In this paper we examine the phenomenon of Y2K as an example of cross-functional knowledge integration. We start with the observation that although an enormous amount of investment was made for year 2000 (Y2K) readiness, a smooth millennium rollover has ended with widespread debates about the worthiness of the investment. These debates not only reflect a common perception that the Y2K investment has been a waste of money, but also indicate that organisations often fail to learn from what they have done in the past in order to prepare for future actions. A case study of a multinational investment banks Y2K program was conducted to analyse its main features and conceptualise the underlying cross-functional knowledge integration process. Based on our findings, we identified the following as the main processes involved in knowledge integration: (1) the penetration of different boundaries to obtain required knowledge and support; (2) the expansion of different paradigms to achieve shared understanding; (3) the reconfiguration of organisational memory to create new organisational routines and knowledge.

Nurturing a learning organization in construction: a focus on strategic shift, organizational transformation, customer orientation and quality centered learning

The construction industry resides in a period of intense introspection as it seeks to improve its performance and productivity. Yet, yielding such improvements requires each individual organization to adopt a customer value strategy that enables organizational learning to become an integral part of an organization’s fabric. This paper reviews the elements of a learning organization within the context of the construction environment. A conceptual framework that can provide managers with a better understanding of how a learning organization in construction can be nurtured is presented. Embodied within this framework are factors such as strategic shift, organization transformation, customer orientation and quality centered learning. The paper concludes by suggesting that the key success factor for each individual organization may no longer be a matter of size or the number of assets, but the amount and quality of experience it can apply and manage.

Site-shifting as the source of ambidexterity

We use the notion of site to create an alternative lens to theorise the strategy practice of ambidexterity.We illustrate and conceptualise how practices are bundled to yield the emerging, dynamic and fluid nature of ambidexterity.We explain how the phenomenon of site-shifting can serve as the new conceptual ground to develop and enact the practice of ambidexterity.We detail empirical insights collected from the leading ticketing company in China. Ambidexterity, defined as the capability to simultaneously explore knowledge to identify new market opportunities and exploit knowledge to capitalise on a firms existing niches, is considered to be crucial in todays competitive marketplace. However, there is relatively limited research on how such a capability can be developed, and even less on the role of IT-enabled practices in promoting this. Drawing on the strategy-as-practice perspective, we investigate how interrelationships amongst practitioners, IT-enabled practices and praxis create a particular site of practice. More importantly, we consider how a site gets shifted over time through the emergence of changes in the interrelationships between IT-enabled practices and practitioners, stimulated by on-going praxis. Building on the findings derived from a case study of DaM,1We have disguised the name based on the request of the case organisation.1 the leading ticketing company in China, we explain how the phenomenon of site-shifting can provide a useful conceptual lens for explaining ambidexterity. In doing this, we bring to the fore the importance of IT in achieving an ambidexterity capability.

Conceptualizing structural ambidexterity into the innovation of human resource management architecture: the case of LG Electronics

This study documents, examines and conceptualizes how a large Korean multinational company, LG Electronics, achieves structural ambidexterity within the human resource management (HRM) function through architectural innovation. Synthesizing from prior studies of HRM architecture, architectural innovation and ambidexterity, a conceptual framework is proposed. Based on this conceptual framework, our interpretation of the collected data depicts how structural ambidexterity is developed within the HRM function. Our research contributions are twofold. First, we incorporate the theory of structural ambidexterity into the conceptualization of architectural innovation in HRM. Second, our study provides some useful insights for practitioners who face the challenge of and the need for continuously adjusting HRM practices to meet the ever-changing business environment.

The teaching of qualitative research methods in information systems : an explorative study utilizing learning theory

Empirical evidence suggests that the Information Systems field continues to be dominated by the positivist paradigm and the use of quantitative methods. This is so despite the diversity of research methods available, the emergence of an interpretivist tradition, and some isolated examples of methodological pluralism. While there have been significant contributions in guiding qualitative research methods teaching, little research has been undertaken that considers the training actually provided, and the possible impacts this may have on the quality and quantity of qualitative research articles in our journals. This explorative study aims to provide some insight into what training is provided, the issues confronted, and possible impediments to publishing qualitative research. Data were collected from interviews with a panel of international colleagues who have a range of experience in teaching and applying qualitative methods. Grounded Theory is used to identify emergent and interconnected themes. Experiential and social learning lenses are used to reflect on the results, providing some initial understanding of the complexities of teaching and undertaking qualitative research. Theoretical as well as practical contributions are made regarding the means by which qualitative research may be introduced, developed and extended within the IS academy, and further theorisation of social and experiential learning.

Communicational ambidexterity as a new capability to manage social media communication within organizations

Central to our inquiry is how organizations manage and accommodate conflicting demands in managing internal communication when they adopt social media that allows for more open and distributed communication. Drawing on ambidexterity theory we investigate and analyze the tensions and capabilities necessary to effectively manage two distinct types of internal communication (1) organizationally produced content and (2) user-generated content. We propose and unpack the concept of communicational ambidexterity to theorize the capability that enables organizations to accommodate and efficiently manage these two potentially conflicting modes of communication within organizations.