A Structurational Analysis of Users and Management in a Knowledge Management System Project Implementation

Charlie C. Chen, Rong-An Shang, Albert Harris and Zai-Kai Chen
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Charlie C. Chen: Appalachian State University, USA
Rong-An Shang: Soochow University, Taiwan
Albert Harris: Appalachian State University, USA
Zai-Kai Chen: ASUSTek Computer, Inc., Taiwan

International Journal of Knowledge Management (IJKM), 2007, vol. 3, issue 4, 18-36

Abstract: This article applies the concepts of structuration theory to assess the interaction of corporate management with users of a knowledge management system (KMS). The study is based around China Motor Corporation (CMC), a major Taiwanese company faced with the challenge of deploying a knowledge management system. Over a period of 3 years (1999-2002) structured interviews were conducted to examine factors contributing to the success of KMS efforts in CMC. Our findings suggest that management and users must be engaged in a sustained and reciprocal communication method when implementing a KMS. The pattern of communication, power structure, sanction power, and degree of cooperation are dynamically changed during the interaction process. Therefore, it is important to maneuver these factors into a win-win situation for management and users in order to successfully implement a KMS. Practical implications of this article provide feasible real solutions to improve the relationship between users and management during a KMS implementation. Theoretically, this article contributes to the growing body of KM literatures from the structurational perspective.

Date: 2007
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Persistent link: https://EconPapers.repec.org/RePEc:igg:jkm000:v:3:y:2007:i:4:p:18-36

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International Journal of Knowledge Management (IJKM) is currently edited by Hakikur Rahman

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