Reading: Knowledge Management in Organizations: A Critical Introduction Chapter 14: Power, Politics,

Reading: Knowledge Management in Organizations: A Critical Introduction
Chapter 14: Power, Politics, Conflict, and Knowledge Processes
Chapter 15: Facilitating Knowledge Management via the Use of Human Resource Management Practices
Chapter 16: Leadership, Organization Culture Management, and Knowledge Management
Discussion Question 1 – CLO 3, CLO 5, CLO 6, CLO 7
Using your study of chapters 14-16, review the case study “Rethinking the role of HRM practices in facilitating knowledge exchange: a case study of CERN, a knowledge-intensive organization” as published at the end of chapter 16 of Knowledge Management in Organizations. Reflect on the following questions to formulate your analysis. Upload your detailed review in the discussion board for question 1.
The findings presented in this study are based on a distinctive type of non-business organization. To what extent do you think they are transferable to the business world, for example in facilitating knowledge exchange within multinationals?
The research presented suggests that having interesting and challenging work is more likely to motivate people, and to encourage them to collaborate and share knowledge within the organization. To what extent do you agree with this and why?
Reading: Knowledge Management in Organizations: A Critical Introduction
Review all chapters covered that will assist in the completion of the CLA 2 assignment.
Discussion Question 1 – Summary & Critical Thinking – Week/Course Learning Outcomes
Using everything you learned throughout the class, analyze the case study “The impact of organizational culture on knowledge sharing: the case of Danisco” published at the end of chapter 16 in your course textbook. In your review, focus on discussing the following:
Are there other mechanics, besides those outlined, that Danisco could have used to better enact the value of dialogue?
Is the finding about knowledge sharing being more extensive within departments rather than across departments something that is likely to be typical in most organizations, partly due to the fact that proximity and a need to collaborate for work means intra-departmental communication is likely to be common?
What can you do to improve knowledge sharing across hierarchical levels?
In the context of more and more employees working remotely, what should Danisco do to make knowledge sharing more effective?
 
CLA 2 Comprehensive Learning Assessment – CLO 1, CLO 2, CLO 3, CLO 4, CLO 5, CLO 6, CLO 7
Write a 3-5-page, APA-formatted paper based on the case study “Power Matters” on page 249. This case shows the power and knowledge can facilitate informal, spontaneous interaction between people, and the development of social relations across functions by people who were previously unfamiliar with each other. Is it possible to replicate such interaction patterns via ICTs, when it is not possible to co-locate all workers in the same space? Provide a concise, cogent argument and include details to support your response.