Strengthening lateral relations in organisations through knowledge management

Strengthening lateral relations in organisations through knowledge management Purpose – The purpose of this paper is to outline a methodology for strengthening an organisational design by identifying knowledge risks introduced by organisational structure and addressing those risks by implementing knowledge management measures. Design/methodology/approach – By reviewing two anonimised case studies and by structuring personal experiences of the authors, the paper presents a four‐pronged process to deal with suboptimal organisational design. Findings – Two case studies demonstrate that pro‐active knowledge management can help to alleviate weaknesses introduced by dominant orientations in organisational design. Practical implications – The practical implications of this paper are that in organisational design and restructuring processes, knowledge management principles should be taken into account to prevent weaknesses to slip into the final structure. A simple yet powerful methodology that looks at knowledge risks can be used to defend against suboptimal designs. Originality/value – Although there is extensive literature on networked organisations, this paper adds value by its knowledge risk‐based review of current organisational structure and its subsequent focus on using the knowledge factor as a prime design criterion of new organisational structure. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Knowledge Management Emerald Publishing

Strengthening lateral relations in organisations through knowledge management

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Publisher
Emerald Publishing
Copyright
Copyright © 2009 Emerald Group Publishing Limited. All rights reserved.
ISSN
1367-3270
DOI
10.1108/13673270910962833
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this paper is to outline a methodology for strengthening an organisational design by identifying knowledge risks introduced by organisational structure and addressing those risks by implementing knowledge management measures. Design/methodology/approach – By reviewing two anonimised case studies and by structuring personal experiences of the authors, the paper presents a four‐pronged process to deal with suboptimal organisational design. Findings – Two case studies demonstrate that pro‐active knowledge management can help to alleviate weaknesses introduced by dominant orientations in organisational design. Practical implications – The practical implications of this paper are that in organisational design and restructuring processes, knowledge management principles should be taken into account to prevent weaknesses to slip into the final structure. A simple yet powerful methodology that looks at knowledge risks can be used to defend against suboptimal designs. Originality/value – Although there is extensive literature on networked organisations, this paper adds value by its knowledge risk‐based review of current organisational structure and its subsequent focus on using the knowledge factor as a prime design criterion of new organisational structure.

Journal

Journal of Knowledge ManagementEmerald Publishing

Published: May 29, 2009

Keywords: Organizational design; Networking; Organizational restructuring

References

  • Corporate memories as a tool for knowledge management
    Van Heijst, G.; Spek, R.; van der Kruizinga, E.

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