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Strategic Alignment and Misalignment of Knowledge Management Systems: A Social Representation Perspective

机译：知识管理系统的战略契合与错位：社会代表视角

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摘要

To derive more business value from existing organizational knowledge, many organizations seek to rely on strategically aligned knowledge management systems (KMS). However, as documented in prior studies, they often underestimate the challenges about social interactions and users' perceptions in response to new information systems. Based on an interpretive case study, this paper examines the implementation of a KMS to show how social representations of four groups of users resulted in the misalignment of the KMS with the organizational strategy. The social representation lens allows us to interpret strategic alignment in terms of dynamic processes of anchoring and objectification that aid individuals and groups to make sense of KMS initiatives. The groups studied developed different cognitive views of the KMS that ultimately led to a strategic misalignment. The key implication is that social interactions within and among groups shape KMS alignment with organizational strategy, thus elucidating the nature of system use.
机译：为了从现有的组织知识中获得更多的商业价值，许多组织寻求依靠战略上一致的知识管理系统（KMS）。但是，正如先前研究中所记录的那样，他们常常低估了社会互动和用户对新信息系统的响应所面临的挑战。在一个解释性案例研究的基础上，本文研究了KMS的实施情况，以显示四组用户的社交代表如何导致KMS与组织策略失调。社会代表视角使我们能够根据锚定和客观化的动态过程来解释战略调整，以帮助个人和团体理解KMS计划。研究小组对KMS形成了不同的认知观点，最终导致了战略上的失调。关键的含义是，群体内部和群体之间的社会互动塑造了KMS与组织策略的一致性，从而阐明了系统使用的本质。

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