Strategic Knowledge Management in Multinational Organizations

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O'Sullivan, Kevin
IGI Global, Aug 31, 2007 - Computers - 428 pages

Knowledge management (KM) has been implemented in many organizations with impressive success; however, many KM initiatives fail due to a lack of understanding of operational complexities. For multinational organizations, the level of complexity increases many times over.

Strategic Knowledge Management in Multinational Organizations presents a comprehensive set of investigations of a wide range of environmental factors, both internal and external, that contribute to the key challenge of complexity in KM. These factors include culture, technology, communications, infrastructure, and learning and leadership structures. With its inclusive coverage of the salient issues, this reference publication provides libraries with a single source for the defining research on KM in multinational contexts.

 

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Contents

Detailed Table of Contents
Preface
Organization
HRM Practices and Knowledge Transfer in Multinational Companies
Knowledge Creation in CommitmentBased Value Networks in Multinational Organizations
The Impact of Group Relationships on Knowledge Sharing A CrossCultural Study
Why FirstLevel Call Center Technicians Need Knowledge Management Tools
KAFRA A ContextAware Framework of Knowledge Management in Global Diversity
Improving Global Knowledge Management Through Inclusion of Host Country Workforce Input
Developing a Standardization Best Practice by Cooperation Between Multinationals
The Building of Intellectual Capital Statements in Multinationals Challenges for the Future
Knowledge Management in Research Joint Ventures
CRM Practices and Resources for the Development of CustomerFocused Multinational Organizations
Organizational Learning Process Its Antecedents and Consequences in Enterprise System Implementation
Leadership
Managing Knowledge Diversity in Distributed Organizational Structures

The Role of Culture in Knowledge Management A Case Study of Two Global Firms
Technology
KM Technologies and the Organizational LOE The Unintended Consequence of Constant Organizational Change
Architecting Knowledge Management Systems
Global Knowledge Management Technology Strategies and Competitive Functionality
Comparing Cultural and Political Perspectives of Data Information and Knowledge Sharing in Organisations
Technology Trends in Knowledge Management Tools
Learning
Knowledge Management Success Roles of Management and Leadership
Strategic Knowledge Management in Matrix Multinational Organizations
A CrossNational Comparison of Knowledge Management Practices in Israel Singapore the Netherlands and the United States
Developing a Global CRM Strategy
Compilation of References
About the Contributors
Index
Copyright

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About the author (2007)

Kevin J. O Sullivan is an associate professor of management specializing in knowledge management and information systems at New York Institute of Technology. He also holds the posts of Associate Dean and Chair of the Management and Marketing Department. He has over 16 years of experience IT and KM experience in multinational firms and consulting both in the private and public sector in American, Middle Eastern, European and Far Eastern cultures. Dr. O Sullivan has delivered professional seminars to global Fortune 100 organizations on subjects such as global collaboration, knowledge management, information security and multinational information systems. His research interests include knowledge management, intellectual capital, security and information visualization. He has been published in journals such as the Journal of Knowledge Management, the Journal of Information and Knowledge Management and the International Journal of Knowledge Management among others and has published many book chapters, books, proceedings and papers as well as presenting at and chairing international academic conferences. [Editor]

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