Organizations located within the Central and Eastern Europe are in position to suffer the loss of vast numbers of knowledge workers in the next several years as the migratory restrictions for citizens of new European Union members disappear on May 2011 and January 2014. Such human knowledge worker migration has been referred to as “brain drain,” which necessitates the effective management of knowledge with the threatened organizations. This thesis aims to enhance the understanding of the interrelationships of culture, management, and technology to develop a model that provides an effective framework and methodology to assess culture and manage knowledge within organizations in transitioning countries.
This model expands on existing scholarly and practitioner research in knowledge management conducted from Western and Asian perspectives. An extensive, exploratory and highly theory-based literature review and analysis delves into multiple themes associated with this research: migration, brain drain, new growth theory, epistemology, knowledge management, culture, and supportive social, political, and economic concepts. An in-depth contextual case study of an information technology and software engineering organization supports the theoretical concepts through social constructivist methods of inquiry and data collection with survey questionnaires, documentary analysis, semi-structured interviews, and open discussions with informants. The case study also is supplemented with two smaller-scale studies to triangulate and calibrate the data. The data, methodological approach, and research design support the development of the Culturally Grounded Knowledge Management Model (CG-KM Model), a framework for the management of knowledge during periods of socio-political and socio-economic change. This study also offers broader implications for the management of organizations and further research recommendations in this dynamic area.
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