Two organizational case studies of IT-Enabled value

2009 ◽  
Vol 26 (6) ◽  
pp. 689-706 ◽  
Author(s):  
Shivraj Kanungo
Keyword(s):  
Case Studies ◽  
Organizational Case Studies

A Multi-Level Performance Framework for Knowledge Management

2011 ◽  
pp. 77-95
Author(s):  
Anne Massey ◽  
V. Ramesh ◽  
Mitzi Montoya-Weiss
Keyword(s):  
Knowledge Management ◽  
Case Studies ◽  
Knowledge Work ◽  
Future Research ◽  
Performance Goal ◽  
Performance Framework ◽  
Km Strategy ◽  
Organizational Case Studies ◽  
Multi Level ◽  
Level Performance

Knowledge management (KM) has gained increasing attention since the mid-1990s. A KM strategy involves consciously helping people share and put knowledge into action. However, before an organization can realize the promise of KM, a fundamental question needs to be asked: What performance goal(s) is the organization trying to achieve? In this chapter, we develop and offer a multi-level framework that provides a view of the performance environment surrounding organizational knowledge work. We illustrate the KM framework using two organizational case studies. Then, based on the KM framework and further insights drawn from our case studies, we offer a series of steps that may guide and assist organizations and practitioners as they undertake KM initiatives. We further demonstrate the applicability of these steps by examining KM initiatives within a global software development company. We conclude with a discussion of implications for organizational practice and directions for future research.

scholarly journals Barriers to Usable Security? Three Organizational Case Studies

2016 ◽  
Vol 14 (5) ◽  
pp. 22-32 ◽  
Author(s):  
Deanna D. Caputo ◽  
Shari Lawrence Pfleeger ◽  
M. Angela Sasse ◽  
Paul Ammann ◽  
Jeff Offutt ◽  
...  
Keyword(s):  
Case Studies ◽  
Usable Security ◽  
Organizational Case Studies

Enhancing Performance Through Knowledge Management

2011 ◽  
pp. 144-161 ◽  
Author(s):  
Anne P. Massey ◽  
V. Rames ◽  
Mitzi M. Montoya-Weiss
Keyword(s):  
Knowledge Management ◽  
Case Studies ◽  
Knowledge Work ◽  
Fundamental Question ◽  
Global Software Development ◽  
Future Research ◽  
Performance Goal ◽  
Holistic View ◽  
Km Strategy ◽  
Organizational Case Studies

Knowledge management (KM) has gained increasing attention since the mid-1990s. A KM strategy involves consciously helping people share and put knowledge into action. However, before an organization can realize the promise of KM, a fundamental question needs to be asked: What performance goal(s) is the organization trying to achieve? In this paper, we develop and offer a framework that provides a holistic view of the performance environment surrounding organizational knowledge work. We illustrate the KM framework using two organizational case studies. Then, based on the KM framework and further insights drawn from our case studies, we offer a series of steps that may guide and assist organizations and practitioners as they undertake KM initiatives. We further demonstrate the applicability of these steps by examining KM initiatives within a global software development company. We conclude with a discussion of implications for organizational practice and directions for future research.

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