Handbook of Research on Knowledge Management
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Handbook of Research on Knowledge Management

Adaptation and Context

  • Research Handbooks in Business and Management series

Edited by Anders Örtenblad

This innovative Handbook aims to examine whether there is a need to adapt and widen our understanding of knowledge management. A common definition of knowledge management is taken as the starting point for discussions on its relevance in various contexts, such as Buddhist organizations, law firms, the army and indigenous organizations. Moreover, the universality of Ikujiro Nonaka’s ideas on knowledge management is explored, and some alternative definitions are suggested. This book will appeal to academics and students of business and management, business administration, sociology and organizational behavior. Practitioners, managers and business-owners will also find this an invaluable resource.
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Chapter 15: Knowledge management case studies in Mexico

David Joaquín Delgado-Hernández

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Researchers have widely studied and reported the theories, backgrounds and frameworks of knowledge management (KM) (Wong 2005). These theoretical studies have certainly provided very useful insights into its underlying concepts. However, the development and implementation of KM initiatives will also benefit from practical oriented research (Delgado-Hernández et al. 2009). Organizations attempting to embark on the KM journey need information, inputs, examples and role models from existing adopters or practitioners to help them deal with it (Wong and Aspinwall 2005). It is believed that practical oriented research such as case studies could provide useful hints on how to ensure the successful deployment of KM. Various case studies on the adoption and benefits of KM have been conducted over the last 15 years in developed countries (for example, Martiny 1998; Pan and Scarbrough 1998; O’Dell et al. 1999; Davenport and Volpel 2001; Liebowitz 2003; Ying-Jung et al. 2006; Pathirage et al. 2008; Pina et al. 2013) (Table 15.1), but similar efforts in the developing regions are still scarce (Wong 2008). This chapter reports on the results of three case studies conducted in Mexico. In this respect, the KM activities and strategies adopted by the three organizations are presented, followed by a discussion on how they are related to both Paul Myers’s KM framework (including its key elements, that is, resources, structure and values) and the seven C’s model (connection, competencies, contacts, communication, catalysts, culture and capability).

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