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Interdepartmental Knowledge Transfer Success During Information Technology Projects

Interdepartmental Knowledge Transfer Success During Information Technology Projects

Kevin Laframboise, Anne-Marie Croteau, Anne Beaudry, Mantas Manovas
Copyright: © 2010 |Pages: 21
ISBN13: 9781615206766|ISBN10: 1615206760|EISBN13: 9781615206773
DOI: 10.4018/978-1-61520-676-6.ch021
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MLA

Laframboise, Kevin, et al. "Interdepartmental Knowledge Transfer Success During Information Technology Projects." Interdisciplinary Perspectives on E-Collaboration: Emerging Trends and Applications, edited by Ned Kock, IGI Global, 2010, pp. 366-386. https://doi.org/10.4018/978-1-61520-676-6.ch021

APA

Laframboise, K., Croteau, A., Beaudry, A., & Manovas, M. (2010). Interdepartmental Knowledge Transfer Success During Information Technology Projects. In N. Kock (Ed.), Interdisciplinary Perspectives on E-Collaboration: Emerging Trends and Applications (pp. 366-386). IGI Global. https://doi.org/10.4018/978-1-61520-676-6.ch021

Chicago

Laframboise, Kevin, et al. "Interdepartmental Knowledge Transfer Success During Information Technology Projects." In Interdisciplinary Perspectives on E-Collaboration: Emerging Trends and Applications, edited by Ned Kock, 366-386. Hershey, PA: IGI Global, 2010. https://doi.org/10.4018/978-1-61520-676-6.ch021

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Abstract

This article reports on a study that investigates the knowledge transfer between an information systems/ technology (IS/IT) department and non-IT departments during IT projects. More specifically, we look into the link between the knowledge management capabilities of the IT department and the effectiveness and efficiency of the knowledge transfer to a client department. Knowledge management (KM) capabilities are defined by Gold, Malhotra, and Segars (2001) as the combination of knowledge infrastructure capabilities (structural, technical, and cultural) and knowledge processes capabilities (acquisition, conversion, application, and protection). Data collected through a Web-based survey result in 127 usable questionnaires completed by managers in large Canadian organizations. Data analysis performed using partial least squares (PLS) indicates that knowledge infrastructure capabilities are related to the knowledge transfer success, and more specifically to its effectiveness whereas knowledge processes capabilities are only related to the efficiency of such transfer. Implications of our results for research and practice are also discussed.

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