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Keld Pedersen

Bio: Keld Pedersen is an academic researcher from Logica. The author has contributed to research in topics: Project management triangle & Project planning. The author has an hindex of 1, co-authored 2 publications receiving 2 citations.

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TL;DR: This research compellingly illustrates that a lack of formal power and influence over the organization targeted for change, weak support from top management, and organizational memories of prior failures do not necessarily doom a project to failure.
Abstract: A fundamental tenet of the information systems (IS) discipline holds that: (a) a lack of formal power and influence over the organization targeted for change, (b) weak support from top management, and (c) organizational memories of prior failures are barriers to implementation success. Our research, informed by organization influence, compellingly illustrates that such conditions do not necessarily doom a project to failure. In this paper, we present an analysis of how an IS implementation team designed and enacted a coordinated strategy of organizational influence to achieve implementation success despite these barriers. Our empirical analysis also found that technology implementation and change is largely an organizational influence process (OIP), and thus technical-rational approaches alone are inadequate for achieving success. Our findings offer managers important insights into how they can design and enact OIPs to effectively manage IS implementation. Further, we show how the theory of organizational influence can enhance understanding of IS implementation dynamics and advance the development of a theory of effective IS change agentry.

54 citations

29 Nov 2012
TL;DR: This thesis provides the implementation and evaluation of the realization of a larger prototype dealing with the organizational knowledge management processes and elaborate on the codification and personalization knowledge management strategy by presenting how to adapt more than one strategy in an organization.
Abstract: Software development is a very knowledge-intense discipline. People often work in project teams not only to bundle the powers, but also to enable easier sharing of knowledge, because the acquisition of knowledge always involves spending resources. If there is a way to utilize internally available knowledge, the company gains a competitive advantage out of it. Knowledge management is the systematic approach to enable people to share what they know. However, there is no general solution. In order to be successful, a knowledge management system always has to be customized to the environment of each case. The involved people as well as the company’s organization are of high importance. As a part of the EU-founded FP7 project “KiWi – Knowledge in a Wiki”, my studies deal with the design of a knowledge management system for a software development company, whose analysis showed a number of knowledge management problems, grouped to four problems regarding isolated islands of knowledge and three problems regarding the inadequate bridging of knowledge. The analysis led to a distinction of two organizational layers within the case company: Management and development. Each of the layers follows a different strategy to share the knowledge. The management layer follows a codified strategy and the development layer a personalization strategy. These differences are the reason for several knowledge management problems, which influence the whole company. Based on that understanding, I propose four design ideas on which the knowledge management system is based upon. First, the layers are separated and each is being supported with its own knowledge management strategy. Second, the layers have to be connected. That includes the people in the layers, the strategies and the realizing knowledge management systems. Third, the personalization strategy in the development layer is supported by a wiki. Fourth, the codification strategy in the management layer is supported by an enterprise system. All four design ideas form the foundation for a prototype of a large knowledge management system, composed of three sub-systems: The KiWi platform, a Data Exchange Agent and a Project Management Application. This thesis presents a design study, with an analysis of a case company, the design of a knowledge management prototype, and its evaluation through the case company. I followed the action design research methodology, organized in iterations and focused not only on the IT artefact, but also its environment within the company. My research contributes to different aspects of the knowledge management theory. I elaborate on the codification and personalization knowledge management strategy by presenting how to adapt more than one strategy in an organization. Further, I connect the knowledge management strategies to the knowledge bases and show how specific knowledge bases have advantages in the different strategies. Additionally, this thesis provides the implementation and evaluation of the realization of a larger prototype dealing with the organizational knowledge management processes.

11 citations