When and how to facilitate the introduction of new knowledge processes in organisations

Rose, JF; Hawryszkiewycz, I; Kang, K

When and how to facilitate the introduction of new knowledge processes in organisations

Rose, JF Hawryszkiewycz, I

Kang, K

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Publication Type:: Conference Proceeding
Citation:: Proceedings of the 24th Australasian Conference on Information Systems, 2013
Issue Date:: 2013-01-01

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Field	Value	Language
dc.contributor.author	Rose, JF	en_US
dc.contributor.author	Hawryszkiewycz, I https://orcid.org/0000-0003-2256-0132	en_US
dc.contributor.author	Kang, K https://orcid.org/0000-0003-4252-9802	en_US
dc.date.issued	2013-01-01	en_US
dc.identifier.citation	Proceedings of the 24th Australasian Conference on Information Systems, 2013	en_US
dc.identifier.isbn	9780992449506	en_US
dc.identifier.uri	http://hdl.handle.net/10453/120705
dc.description.abstract	© 2013. Why has implementing new processes into well-established organizations proved to be problematical? We present two case studies hosted between 2012 and 2013 by a large Australian retailer that address this question. The first study focused on devising cost extraction ideas and the second investigated how facilitation could mitigate adverse impacts of new ideas. A gap was found between the capability to implement a new process and that required to achieve the promised benefits. Investigation of new process implementations found three prime contributors to this gap. Firstly, knowledge flow was inhibited by social network structural holes; secondly, reliance on tacit knowledge made identifying training needs difficult; and lastly, high utilisation of experts reduced their effectiveness. We devised a four-pronged approach to estimate this gap and provided guidelines to facilitate new processes. Outcomes from these studies will help organisations enhance their ability to maintain a competitive advantage in a changing marketplace.	en_US
dc.relation.ispartof	Proceedings of the 24th Australasian Conference on Information Systems	en_US
dc.title	When and how to facilitate the introduction of new knowledge processes in organisations	en_US
dc.type	Conference Proceeding
utslib.for	080608 Information Systems Development Methodologies	en_US
utslib.for	080707 Organisation of Information and Knowledge Resources	en_US
utslib.for	080603 Conceptual Modelling	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Engineering and Information Technology
pubs.organisational-group	/University of Technology Sydney/Faculty of Engineering and Information Technology/School of Information, Systems and Modelling
pubs.organisational-group	/University of Technology Sydney/Faculty of Engineering and Information Technology/School of Professional Practice and Leadership
pubs.organisational-group	/University of Technology Sydney/Strength - CAMGIS - Centre for Advanced Modelling and Geospatial lnformation Systems
pubs.organisational-group	/University of Technology Sydney/Strength - HCTD - Human Centred Technology Design
utslib.copyright.status	open_access
pubs.publication-status	Published	en_US

Abstract:

© 2013. Why has implementing new processes into well-established organizations proved to be problematical? We present two case studies hosted between 2012 and 2013 by a large Australian retailer that address this question. The first study focused on devising cost extraction ideas and the second investigated how facilitation could mitigate adverse impacts of new ideas. A gap was found between the capability to implement a new process and that required to achieve the promised benefits. Investigation of new process implementations found three prime contributors to this gap. Firstly, knowledge flow was inhibited by social network structural holes; secondly, reliance on tacit knowledge made identifying training needs difficult; and lastly, high utilisation of experts reduced their effectiveness. We devised a four-pronged approach to estimate this gap and provided guidelines to facilitate new processes. Outcomes from these studies will help organisations enhance their ability to maintain a competitive advantage in a changing marketplace.

Please use this identifier to cite or link to this item:

http://hdl.handle.net/10453/120705