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Employees’ perspective on the impact of agile implementation on knowledge sharing: A qualitative study in a large multi-national company

Roosendaal, X.W.G. (2021) Employees’ perspective on the impact of agile implementation on knowledge sharing: A qualitative study in a large multi-national company.

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Abstract:The aim of this study is to explore how a change process towards agile project management can impact employee knowledge sharing in an IT department of a large multi-national company (MNC). Possible areas of impact are discussed using Nonaka's (1994) dimensions of knowledge, integration mechanisms as seen in Zeng et al. (2018), inhibitors and enablers (Gaur et al., 2019) and Hobfoll et al. (2018) conservation of resources theory. To gain insights on these topics, open-ended interviews were conducted with 15 employees of a large MNC that is going through a change process towards agile project management. They are supplemented occasional field notes by the researcher. Through this employee-focused micro-foundational approach (Abell et al., 2008), insights were gained and were analysed using the Gioia (Gioia et al., 2013) method. Results of the research contribute towards how a large MNC department can differ from the firm and therefore inhibit or enable knowledge sharing. Additionally, results contribute to the prominent role of socialisation and how a change process can accelerate the removal and replacement of centralisation. A re-instated knowledge sharing process with the headquarters, a mindset of sharing knowledge and more efficient communication processes highlight that a change process can impact employee knowledge sharing in an MNC. Lastly, the study shows how in specific agile context employees can be passive towards the change process towards agile yet show no lack of change resources to deal with the change. In total, 7 propositions are made regarding knowledge sharing, change process and agile. These and other findings emphasise the multifaceted nature of knowledge sharing. To prevent overgeneralisation, this topic requires broader, larger, and quantitative future research.
Item Type:Essay (Master)
Faculty:BMS: Behavioural, Management and Social Sciences
Subject:85 business administration, organizational science
Programme:Business Administration MSc (60644)
Link to this item:https://purl.utwente.nl/essays/88269
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