The Hidden Deception of Knowledge Management Systems: Search, Rigidity, and Declining Radical Innovation

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Author(s): Michael J. Mannor (Michigan State University, USA)
Copyright: 2008
Pages: 21
Source title: Knowledge Management Strategies: A Handbook of Applied Technologies
Source Author(s)/Editor(s): Miltiadis D. Lytras (Effat University, Saudi Arabia), Meir Russ (University of Wisconsin - Green Bay, USA), Ronald Maier (Leopold-Franzens-University of Innsbruck, School of Management Information Systems, Austria)and Ambjörn Naeve (Royal Institute of Technology, Sweden)
DOI: 10.4018/978-1-59904-603-7.ch010

Keywords: Information Science Reference / Knowledge Management / Library & Information Science

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Abstract

Drawing on the Carnegie tradition of bounded rationality, knowledge theory, and research on core rigidities, this research examines the potential unintended consequences of knowledge management systems on organizational routines. Although knowledge management systems promote interpersonal knowledge transfer, individual cognitive biases toward satisficing rather than optimal search are exaggerated by knowledge management systems that create a convenient proximal search environment of existing organizational knowledge that biases individuals against broader search. This behavioral bias toward proximal search then leads to the rigid persistence of organizations in existing knowledge traditions and declining radical innovation. To help address these concerns, the paper concludes with an analysis of how this rigidity can potentially be overcome through the strategic management of knowledge management infrastructure.

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The Hidden Deception of Knowledge Management Systems: Search, Rigidity, and Declining Radical Innovation

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