Knowledge sharing issues in the introduction of a new technology
Journal of Enterprise Information Management
ISSN: 1741-0398
Article publication date: 1 November 2006
Abstract
Purpose
This exploratory case study research aims to apply a processual analysis to the implementation of a customer relationship management (CRM) system from a knowledge management perspective to a contemporary (1999‐2004) situation within a UK city council. The paper seeks to place a specific focus on areas neglected in previous CRM studies – sub‐cultures, psychological contracts, how tacit knowledge is surfaced and transferred, and with what effects on implementation.
Design/methodology/approach
The paper investigates how the system stakeholders and the information system (IS) itself evolved through encountering barriers, sharing knowledge, finding new uses, inventing work‐arounds.
Findings
A rich picture emerges of sub‐cultural silos of knowledge linked with psychological contracts and power‐based relationships influencing and inhibiting adoption and acceptance of the CRM system.
Originality/value
This case study research provides useful information on the implementation of a CRM system from a knowledge management perspective with a specific focus on sub‐cultures, psychological contracts, how tacit knowledge is surfaced and transferred, and with what effects on implementation, which are areas neglected in previous CRM studies.
Keywords
Citation
Finnegan, D. and Willcocks, L. (2006), "Knowledge sharing issues in the introduction of a new technology", Journal of Enterprise Information Management, Vol. 19 No. 6, pp. 568-590. https://doi.org/10.1108/17410390610708472
Publisher
:Emerald Group Publishing Limited
Copyright © 2006, Emerald Group Publishing Limited