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Perrin, Alexandre 1978- ...

Works: 2 works in 5 publications in 2 languages and 8 library holdings
Roles: Redactor, Author
Publication Timeline
Publications about Alexandre Perrin
Publications by Alexandre Perrin
Most widely held works by Alexandre Perrin
Knowledge management : a learning mix perspective by Yvelines) Groupe HEC (Jouy-en-Josas( Book )
4 editions published in 2006 in English and held by 7 libraries worldwide
Les pratiques des gestionnaires des connaissances en entreprise by Alexandre Perrin( Book )
in French and held by 1 library worldwide
In this work, we propose to look at the practices of those who are in charge of knowledge management in corporations: the knowledge managers. A knowledge manager has a responsibility towards the knowledge assets of the organization. He initiates, drives and coordinates knowledge management programs. To date, the academic literature examining the practices of knowledge managers in an organizational context is very limited in quantity and quality. But none has observed the practices or studied the conflicts created by the creation of this position inside an organization. To better understand the different roles of knowledge managers, we briefly discuss the resource-based and social perspectives on knowledge management. This split is based on the seminal work of Cook and Brown (1999) which distinguishes the "epistemology of possession" (the resource-based view) and the "epistemology of practice" (the social view). To go beyond this split and better understand the practical implications of knowledge management in corporations, we adopt an "activity system" lens. This model helps us to understand the contradictions inside the activity system of the managers. Our methodology is based on a qualitative approach built on four case studies embedded in the same context (Lafarge Group). We examine the way the practitioners interact with the social and physical features of context in the everyday activities that constitute the doing of knowledge management. Following Miles and Huberman's (1991) suggestions, our process of data collection and analysis proceeded iteratively, with the early stages being more open-ended than the later onesOur case study analysis helps us to identify systemic contradictions that give rise to disturbances that typically indicate developmentally significant systemic contradictions and change potentials within the activity. Large numbers of repeated disturbances were encountered which resulted in costly gaps, overlaps and discoordinations of knowledge management efforts. The formalisation of practices through the KM Handbook undertaken by the Corporate Knowledge Manager proved to be a failure. An interesting outcome of our study is that normative guidelines that explicate step-by-step how knowledge management should be done can be counterproductive if it is not negotiated with stakeholders (eg. with knowledge managers; users; steering committee). The job of knowledge manager appears as really complex as he has to balance between centralization and decentralization, codification and socialization, measurement through metrics or through stories
English (4)
French (1)
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