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Managing organizational networks and knowledge transfer in a global service company

Track K: Knowledge & Innovation in Service Organizations Wednesday 9:45-11:00 – Guyacan Room. Managing organizational networks and knowledge transfer in a global service company. Alexandre Perrin PhD Student. Tracy Stanley Knowledge Manager. Nicolas Rolland Professor.

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Managing organizational networks and knowledge transfer in a global service company

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  1. Track K: Knowledge & Innovation in Service Organizations Wednesday 9:45-11:00 – Guyacan Room Managing organizational networks and knowledge transfer in a global service company Alexandre Perrin PhD Student Tracy Stanley Knowledge Manager Nicolas Rolland Professor

  2. 1. Issues raised by the article • Why are some firms able to enhance and to maximize knowledge residing in the whole organization while others are not? • Theory of the Resource Based View of the firm (RBV) • How an organization can manage organizational networks and knowledge transfer? • Knowledge Management Strategies (KMS) • What is the role of Communities of Practice to integrate knowledge in a global service company? • Communities of Practice (CoPs)

  3. 2. Methodology • Qualitative Research: Case study in Amadeus • 31 interviews in 28 European and Latin America services were conducted by the ‘Knowledge Manager’ of Amadeus (Sophia Antipolis – France) during two years. • To evaluate the effectiveness of a best practice transfer program in the Marketing division. • To assess the needs for Communities of Practice. • Quantitative Research • The Collaborative Climate Index (developed by Sveiby & Simmons, 2002) on Communities of Practice in Amadeus. • Survey on 92 firms (Rolland, 2004) on Knowledge Management Strategies outside Amadeus.

  4. 3. Results • Transfer of Best Practices • Critical importance of face-to-face communication (technology should be limited as an enabler) • Complexity of factors that impact knowledge transfer (especially cultural factors) • Need for tackling knowledge transfer barriers • Communities of Practice • Lack of commitment from top management has “helped” the development of transfunctional communities. • Networks of people are disconnected from each other with each others. Need for a Knowledge Manager who ‘re-plugs’ networks of people

  5. 4. Discussion: The role of Knowledge Management • Knowledge Managers encourage and initiate investments in information technology as well as in the social environment. • Communities of Practice help to develop the appropriate relationships and context that allow knowledge to flow between those who have knowledge and those who require it. • Knowledge Management practices have shifted to socialization

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