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作者：Markus, ML; Majchrzak, A; Gasser, L
作者单位：Bentley University; University of Southern California; University of Illinois System; University of Illinois Urbana-Champaign
摘要：This paper addresses the design problem of providing IT support for emerging knowledge processes (EKPs). EKPs are organizational activity patterns that exhibit three characteristics in combination: an emergent process of deliberations with no best structure or sequence; requirements for knowledge that are complex (both general and situational), distributed across people, and evolving dynamically; and an actor set that is unpredictable in terms of job roles or prior knowledge. Examples of EKPs ...
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作者：Schultze, U; Leidner, DE
作者单位：Southern Methodist University; Baylor University
摘要：In information systems, most research on knowledge management assumes that knowledge has positive implications for organizations. However, knowledge is a double-edged sword: while too little might result in expensive mistakes, too much might result in unwanted accountability. The purpose of this paper is to highlight the lack of attention paid to the unintended consequences of managing organizational knowledge and thereby to broaden the scope of IS-based knowledge management research. To this ...
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作者：Weber, R
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作者：Ba, SL; Pavlou, PA
作者单位：University of Connecticut; University of Southern California
摘要：Despite the wide use of reputational mechanisms such as eBay's Feedback Forum to promote trust, empirical studies have shown conflicting results as to whether online feedback mechanisms induce trust and lead to higher auction prices. This study examines the extent to which trust can be induced by proper feedback mechanisms in electronic markets, and how some risk factors play a role in trust formation. Drawing from economic, sociological, and marketing theories and using data from both an onli...
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作者：Massey, AP; Montoya-Weiss, MM; O'Driscoll, TM
作者单位：Indiana University System; IU Kelley School of Business; Indiana University Bloomington; North Carolina State University
摘要：From 1994 through 2000, Nortel Networks transformed itself from a technology-focused to an opportunity/customer-focused company. By 2000, Nortel was a profitable, innovative leader in the telecommunications industry. The change was the result of an ambitious effort to redesign its entire new product development (NPD) process such that time-to-market was significantly reduced. NPD is highly knowledge-intensive work based on the individual and collective expertise of employees. The primary focus...
