Barriers to knowledge sharing and utilisation in global project teams: A case study of ERP knowledge in ExxonMobil

Lim, Geok Chien (2006) Barriers to knowledge sharing and utilisation in global project teams: A case study of ERP knowledge in ExxonMobil. [Dissertation (University of Nottingham only)] (Unpublished)

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Abstract

Is knowledge management a buzz word, a management couture that grace publications headlines? Was it the star of the next big thing?

This paper does not aim to answer the question or to predict the next big thing. It takes a simpler view of researching a pool of people on the influence of knowledge management in their daily work lives. The selected company is ExxonMobil, a petrochemical giant. It first goes into some definition of knowledge management and information. Then, it briefly touched on the phases of knowledge management evolution. After that, it meanders into a few selective works of academics and tries to understand the influence from the consultancy world.

The paper takes inspiration from Nonaka and Takeuchi, Thomas H. Davenport and Yogesh Malhotra. Some of the theories were dwelled into. Perhaps the most referred to model came from Nonaka and Takuechi - the knowledge spiral. It explains how tacit and explicit knowledge are converted that spun a continuous web of learning and acquiring knowledge and how such knowledge etched on people's mind.

Out of curiosity, the author tries to research on the effect of knowledge management on a particular group of employees. With virtual teams and globalisation as the daily work norm, the pool of candidates was taken from around the world. Questions were asked, answers were given. Is knowledge management just a lingo to generate work for the upper echelons or was it a process put in place to ensure business continuity? At least, the management is acknowledging it instead of not doing something about it.

Conclusions were drawn from the research. Limitations though inevitable, were acknowledged. Ideas for future research spawned from the initial research were put across.

This paper tries to make sense of Knowledge Management. But mostly, it is trying to understand people. People - the knowledge creators and how they left an imprint on the organisation.

Item Type: Dissertation (University of Nottingham only)
Keywords: KM, Knowledge Management
Depositing User: EP, Services
Date Deposited: 15 Nov 2006
Last Modified: 18 Sep 2016 21:41
URI: http://eprints.nottingham.ac.uk/id/eprint/20696

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