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首页> 外文会议>Annual Hawaii International Conference on System Sciences >Exploring the Impacts of Knowledge (Re)Use and Organizational Memory on the Effectiveness of Strategic Decisions: A Longitudinal Case Study
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Exploring the Impacts of Knowledge (Re)Use and Organizational Memory on the Effectiveness of Strategic Decisions: A Longitudinal Case Study

机译：探索知识（重新）使用和组织记忆对战略决策有效性的影响：纵向案例研究

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Two forces that dramatically affect the sustainability of Firms' competitive advantage in the new competitive landscape have been identified as globalization and information and communication technologies (ICTs), such as the Internet and intranets (e.g., Castells, 2000; Porter, 2001). Organizations often rely on acquired knowledge from past experiences to make higher quality decisions on business strategies for better future performance. In this context, Knowledge Management (KM) and Organizational Memory (OM) become a central issue to the effectiveness of strategic decision-making and organizational performance. This paper examines the relationship between the (re)use of knowledge/organizational memory (OM) and the effectiveness of strategic decision-making in devising corporate strategies. As part of an exploratory case study approach, a number of interviews are being conducted among top executives at a multi-national firm. As a framework, the components of the modified version of McLean's IS Success Model by Jennex & Olfman (2002) are being used to examine for the impact of knowledge strategy and technological resources, along with the impact of individuals and members from wider organizational context on strategic decision making processes. These components are then analyzed within Galliers' (2002) IS Strategy Framework of emergent and deliberate strategizing. The analysis accounts for the inter-subjectivity of the concept of KM. Results from a continuous longitudinal study have clearly shown the significance of culture and human-driven knowledge requirements along side the use of an ERP system as part of an OMS. On-going findings of this study aim to contribute to a richer understanding of the impact of knowledge and OM/OMS on Organizational Learning (OL) and the effectiveness of managerial decision processes. In the context of the IS Success Model, this paper highlights the intermingled approaches to organizational knowledge management practices due to the contextual nature of knowledge and the human need for social interaction.
机译：大大影响公司在新的竞争景观中竞争优势的可持续性的两项力量被确定为全球化和信息和通信技术（ICT），例如互联网和内联网（例如，Castells，2000; Porter，2001）。组织往往依赖于过去经验中获得的知识，以便为更好的未来业绩做出更高质量的商业策略决策。在这种情况下，知识管理（KM）和组织记忆（OM）成为战略决策和组织绩效的有效性的核心问题。本文研究了（RE）使用知识/组织记忆（OM）的关系以及战略决策的有效性在设计企业战略中。作为探索性案例研究方法的一部分，在多国公司的顶级管理人员中正在开展许多面试。作为框架，MCLean的修改版本的组成部分是Jennex＆Olfman（2002）的成功型号，用于检查知识战略和技术资源的影响，以及个人和成员从更广泛的组织背景的影响战略决策过程。然后在Galliers（2002）内分析这些组分是紧急和故意战略策略的战略框架。分析占KIM概念的主体间性。连续纵向研究的结果清楚地表明了培养和人力知识要求的重要性，沿着ERP系统作为OMS的一部分。本研究的持续调查结果旨在为知识和OM / OMS对组织学习（OL）的影响以及管理决策过程的有效性贡献。在是成功模式的背景下，由于知识的上下文性质以及人类对社会互动的需要，本文突出了组织知识管理实践的混杂方法。

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