Managing knowledge for business process innovation : multiple case studies in implementing IT solutions | |
| Author | Phasit Kanjanasanpetch |
| Call Number | AIT Diss. no.SM-05-06 |
| Subject(s) | Knowledge management Business--Information technology |
| Note | A dissertation submitted in partial fulfillment of the requirements for the degree of Doctor of Philosophy |
| Publisher | Asian Institute of Technology |
| Abstract | Knowledge does not usually command significant value until it is embedded in products or processes. One possible way to study how knowledge creates value to organizations is to assess how knowledge is managed in each value activities in value chain model of Porter. Technology development activity adds value to organizations by improving products or processes. Information Technology (IT) has been used as a major enabling mechanism of business process improvement and BPR initiatives for a decade. This research were designed and carried out to explore how knowledge creates value to organizations by assessing knowledge management practices in IT-enabled business process innovation. Analysis of 11 project cases will provide some deep insights towards key knowledge elements contributing to organization's performance. The finding shows that four knowledge types and nine KM processes are important to the success of IT-enabled business process innovation. Practices of managing knowledge resources applied by the 11 cases can be grouped into four major stages, i.e. assembling, creation, dissemination, and deployment of the project knowledge. Analysis of KM practices along these four KM stages reveals best practices of managing knowledge in IT-enabled business process innovation projects. This research also found out factors that influence the project outcome in addition to knowledge resources and KM processes. Negative factors are categorized into ten types that have their origin on three different organization levels, namely : the corporate level, the project, and a particular KM process. Seven positive factors were found favorable to KM in IT-enabled business process innovation projects. Finally, a framework of managing knowledge for process innovation was empirically developed by incorporating these key elements together: i.e. key knowledge resources, complimentary factors, related knowledge management processes, and business benefits. |
| Year | 2005 |
| Type | Dissertation |
| School | School of Management (SOM) |
| Department | Other Field of Studies (No Department) |
| Academic Program/FoS | Master of Business Administration (MBA) (Publication code=SM) |
| Chairperson(s) | Igel, Barbara |
| Examination Committee(s) | Donyaprueth Krairit;Speece, Mark;Singha Chiamsiri; Batanov, Dentcho N.;Johannessen, Jon-Arild; |
| Scholarship Donor(s) | Royal Thai Government |
| Degree | Thesis (Ph.D.) - Asian Institute of Technology, 2005 |