Rewarding End-Users for Participating in Organizational KM: A Case Study

Rewarding End-Users for Participating in Organizational KM: A Case Study

Copyright: © 2008 |Pages: 15
DOI: 10.4018/joeuc.2008010103
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Abstract

Organizations position their formal knowledge management (KM) initiatives as a continuous process of deriving strategic benefits from the knowledge resources dispersed in the various internal constituencies. While most organizations implement a rewards program attached to their KM initiative, the influence exerted by such programs on employees’ responses to organizational KM is less well understood. In this context, this article focuses on the KM initiative of Rexon,1 a leading Indian software services and products company recognised globally as a successful KM exponent. Adopting the case study methodology, we conducted intensive fieldwork for 6 months over a 2 year period at Rexon. Evidence from the case highlights how a KM-related rewards program was used to build awareness about organizational KMS and how employees responded to the rewards program. The theoretical and managerial contributions of the study are discussed.

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