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• W2225888814 abstract "ABSTRACT Today many organizations are reliant on the knowledge and competence of individual organizational members. Information systems to support knowledge management (KM) are therefore considered to be vital tools in order to achieve competitive advantage. In this paper, we report the results from a field research study of such systems in a knowledge-intensive, fast-growing and dynamic organization. The case illustrates that evolution, which refers to the process by which organizations and their information systems change over time, needs to be managed since it can result in KM -systems failures. We characterize the mainstream KM research literature in relation to managing the risk of KM-systems failures, and outline that management of KM-systems’ evolution is a dimension that has not been addressed so far. With these empirical and theoretical results as a basis, we argue that more attention must be given to managing the evolution of KM-systems. 1. INTRODUCTION Large investments are being made in information systems to support KM, and these are expected to improve business performance and competitive advantage [Wiig, 1997; Milton et al, 1999]. However, there is a risk that the investments do not lead to the expected benefits. Recent contributions to the KM research show thatKM-systems often fail [Fahey and Prusak, 1998; Newell et al, 1999; Lindgren and Wallstrom, 2000; Storey and Barnett, 2000], and it is apparent that KM-systems suffer from development and implementation difficulties that have previously been discussed in the broader literature on information systems failures [e.g. Lyytinen and Hirschheim, 1987; Lyytinen and Robey, 1999]. Given the risk that KM-systems fail to deliver the expected benefits, an important task for the KM research is to contribute with knowledge that will support researchers and practioneers in their efforts to successfully develop and implement KM-systems. In the broader literature on information systems failures, evolution, although often discussed in different terms such as adaptation and drift, has been identified as an important dimension that can result in failures [see e.g. Ciborra, 1996, 2000; Orlikowski, 1992, 1996; Henfridsson, 1999]. In this paper, evolution refers to the process by which organizations and their information systems change over time. Since the world changes, business changes, strategy changes and context changes, the information systems need to adapt to such changes in order to deliver benefits [Parker, 1996]. Further, changes in information systems also affect other systems and the organization. Therefore, changes are often interrelated and affect their surroundings in sometimes unpredictable ways. The change process is continuous, multi-dimensional and difficult to manage. An implication of this perspective is that information systems cannot be viewed as stand-alone systems, but as interrelated systems that need continuous management rather than one-time planning [e.g. Hanseth and Monteiro, 1997; Magoulas and Pessi, 1998]." @default.
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• W2225888814 date "2002-01-01" @default.
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• W2225888814 title "The Evolution of Knowledge Management Systems Needs to be Managed" @default.
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