How does the process of IT implementation unfold when an organisation mandates an IT‐led transformation spanning an entire sector that comprises hundreds or even thousands of companies?
As a result of our research we have found that:
• The alternation of disagreements and consensus building emerges as the most important processes at play in the effort of successfully mandating IT.
• The technology is neither accepted nor rejected as such, but neither can it be appropriated locally. Technology becomes the topic of a discourse between cooperatives and farmers: it is first created, then rejected, then changed and then adapted in a way that suits the interests, learning needs and appropriation skills of all interested actors.
• The ability to deal with managing misalignment increases an organisation’s capacity to change, adapt and adopt technological solutions.
• Misalignment is a condition that enables the institution to adapt via a process of negotiation in which mimetic, coercive and normative mechanisms interact in the production of new practices.
03:27
Despite many efforts taken by organisations to facilitate knowledge sharing among individuals, but the effectiveness of knowledge sharing depends on how the individuals actually seek and provide that knowledge. In many instances, employees face challenges that need frequent interactions with knowledge sharing that raise the questions: how do knowledge seekers approach or communicate with providers, and what are the best means to share knowledge? Beyond the many variables in the current literature that are important in seeking knowledge, we propose and investigate the construct of humility in knowledge sharing.
- Trends, Trends-en
- Human Resources Management