Understanding knowledge management software-organisation misalignments from an institutional perspective: A case study of a global IT-management consultancy firm

Le-Nguyen Khuong, G. Harindranath and Romano Dyerson

International Journal of Information Management, 2014, vol. 34, issue 2, 226-247

Abstract: Inspired by the proposition that “Enterprise IS configurations chosen by the organisations will encode institutionalised principles into these systems” (Gosain, 2004, p. 169), this study seeks to draw attention to potential sources of misalignment between knowledge management (KM) software and the implementing organisation from an institutional theory perspective. Using a case of a global consultancy firm, the study elucidates such misalignments as the consequence of different institutional contexts where technology developers and adopters operate. This study demonstrates how institutional forces affect the implementation project and provides some lessons learned for organisations that are rich in high-value text-based knowledge for making decisions.

Keywords: Knowledge management; Software; Misalignment; Institutional theory; Consultancy firm (search for similar items in EconPapers)
Date: 2014
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Persistent link: https://EconPapers.repec.org/RePEc:eee:ininma:v:34:y:2014:i:2:p:226-247

DOI: 10.1016/j.ijinfomgt.2013.11.003

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