Interorganisational knowledge management theory (IKMT): A case study in semi-conductor industry
Keywords:
ownership, know-how, technical mindset, collaboration, asset managementAbstract
Knowledge management is an overarching discipline relevant to many industrial sectors and organizational departments. While its relevance and focus may vary, its added value is widely recognized in various forms, terminologies and outputs. Call it continuous improvement, organizational learning, organizational performance improvement, value creation, the need and importance of knowledge management is widespread, largely due to its foundations in people management and behavioral sciences with support from information technology and process management. However, knowledge management between organizations involves additional factors and interdependencies that are often overlooked by traditional theories of knowledge management within organizations. This paper presents a theory of interorganizational knowledge management based on an cross-organizational collaboration for the maintenance and operation of assets in the semiconductor industry. The theory was developed as a result of identifying the gaps in interorganizational knowledge management theories through literature review and then identifying challenges to knowledge management through five semi-structured interviews combined with personal practical experience of the author. The paper presents a theory of interorganizational knowledge management with six facets, namely sense of ownership and urgency; contextual knowhow and understanding; closing the gap between strategy and operations; technical mindset; intensive collaboration; and leadership endorsement. Each facet is discussed in detail and practical examples are also provided for further elaboration. The paper helps both academics and practitioners understand and benefit from the fruits of successful implementation of knowledge management in their respective fields.
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