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

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

Charlie C. Chen, Rong-An Shang, Albert Harris, Zai-Kai Chen
Copyright: © 2007 |Volume: 3 |Issue: 4 |Pages: 19
ISSN: 1548-0666|EISSN: 1548-0658|ISSN: 1548-0666|EISBN13: 9781615203987|EISSN: 1548-0658|DOI: 10.4018/jkm.2007100102
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MLA

Chen, Charlie C., et al. "A Structurational Analysis of Users and Management in a Knowledge Management System Project Implementation." IJKM vol.3, no.4 2007: pp.18-36. https://doi.org/10.4018/jkm.2007100102

APA

Chen, C. C., Shang, R., Harris, A., & Chen, Z. (2007). A Structurational Analysis of Users and Management in a Knowledge Management System Project Implementation. International Journal of Knowledge Management (IJKM), 3(4), 18-36. https://doi.org/10.4018/jkm.2007100102

Chicago

Chen, Charlie C., et al. "A Structurational Analysis of Users and Management in a Knowledge Management System Project Implementation," International Journal of Knowledge Management (IJKM) 3, no.4: 18-36. https://doi.org/10.4018/jkm.2007100102

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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.

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