| Knowledge management frequently has been studied from a limited perspective that does not provide information about the interaction of the various organizational variables or factors involved. This study examined knowledge management from a socio-technical systems perspective in a case study set in a large consulting company. Aspects examined were: (1) types of work-related knowledge; (2) technology usage; (3) organizational processes; (4) organizational culture; and (5) the interaction of organizational processes and culture at different organizational levels.; The findings were that the types of knowledge valued were those that would help the employees in their work: professional development, and related to their employer and clients. The three technologies that were used the most for knowledge management were e-mail, face-to-face conversations, and databases. The organizational processes used to manage knowledge were a combination of formal and informal processes, and these processes existed at all organizational levels: division, department, team, and individual. Most processes were informal and were not supported by management, most processes had, at best, limited success. No centralized, coordinated knowledge management system existed. Some aspects of the organizational culture were supportive of knowledge management, but other aspects were powerful constraints. No differences in the interactions of the culture and the processes were found at the different organizational levels. The most powerful constraints were the linked technical factors of management's failure to support, lack of strategy, and lack of structures. These constraints existed on the team, department, and division levels. A comparison of the organization's knowledge management efforts with socio-technical principles reveals that all the principles were violated, which is consistent with the findings that the knowledge management processes were not successful.; This study advances the conceptual understanding of organizational factors and their interactions, as well as contributes to the practical application of effectively managing knowledge. Future research is suggested in the interaction of direct and indirect processes; the interaction of processes and culture with other organizational aspects; the relationship of knowledge management with management, strategy, and organizational structures; and in the similarities and differences between knowledge management actions and other organizational development actions. |
