Beruflich Dokumente
Kultur Dokumente
1, MARCH 2001 37
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38 IEEE TRANSACTIONS ON PROFESSIONAL COMMUNICATION, VOL. 44, NO. 1, MARCH 2001
document-level information and information [11]. Thus, KM can culture does not already exist [13],
concepts or issues, rather than be viewed as creating the proper [18]. In a study of KM practice, only
the record-level information that environment that facilitates the 19% of executives indicated that
traditional systems do [7]. flow of tacit and explicit knowledge. their organizational performance
Intranets, acting as pipelines to in “facilitating knowledge growth
The nature of the intranet with deliver knowledge, are seen as through culture and incentives”
its browsers, search capabilities, critical to that environment [12], was good or excellent [10]. Culture
and information-sharing abilities, [13]. is the shared interpretations and
enables a de facto KM system. understanding of organizational
Intranets facilitate communication However, evidence (e.g., [5], [9], events, and this understanding
and interaction and create [14]–[16]) suggests that employee develops over time [19]. Denison
what has been referred to as acceptance of or resistance to suggests that “culture refers to the
a “knowledge connection” [1]. intranets as a knowledge-sharing deep structure of organizations
An intranet supports KM in at environment is a management which is rooted in the values,
least three ways: (1) providing and corporate culture issue rather beliefs, and assumptions held
compression of time and space than a technology issue. A 1999 by organizational members”
among the users, (2) offering the (best practices) study by the [20, p. 624]. These shared
flexibility to exchange information, American Productivity and Quality cultural assumptions are
and (3) supporting information Center found that a company’s preconscious, powerful, and
transfers and organizational ability to use technology to share a group phenomenon [21] that do
networking independent of knowledge is based on employee not change quickly.
direct contacts between users enthusiasm, or lack thereof, which
(cf. [8]). Scott [9] developed in turn is rooted in the corporate Despite organizational culture’s
a theoretical framework that culture or subculture that is inertia, successful KM
suggests the multiple ways salient to the employee [14], [16]. implementation has been
intranets support knowledge This paper examines the influence identified as transformative
and gives numerous examples, that the organization’s culture to the organization and its culture
including the inclusion of timely has on intranets. The intention [22]. Managers believe that many
information, metaphors, analogies, of this examination is to ensure of the most important gains from
prototypes, discussion threads, that a compatible culture exists intranets are in improving worker
debates, video clips, animation, to facilitate knowledge sharing, productivity and morale, decision
and online databases on the along with fostering the success of making, and information sharing
intranet. Online networks allow intranets and KM efforts. [23]. Therefore, the effect of culture
the combining of new knowledge on intranets, and, with the passage
with existing information, and of time, the effect of intranets on
they can generate and systematize ORGANIZATIONAL CULTURE AND organizational culture are an
knowledge throughout the INTRANETS important part of KM practice [24].
organization [2]. Without shared Since sharing on intranets is also a
knowledge, an intranet’s impact on sharing of some level of knowledge Similarly, organizational culture
organizational effectiveness would (either explicit knowledge in the has been found to influence
be limited [1]. Therefore, KM and form of manuals or procedures, the successful implementation
intranets are closely linked, with or tacit knowledge in the form of of several other information
intranets enabling KM because of electronic conversations or advice), technologies (ITs), including
their ability to connect people. an organizational culture that CASE, Lotus Notes, and advanced
supports such sharing can lead to manufacturing technologies
Recently, attention has focused more effective KM and intranet use. [25]–[27]. Yet Cooper [21] and
on how to manage and enable Instilling a culture of sharing and Robey et al. [28] suggest that
this knowledge process. Ruggles maintaining information is critical culture, which offers a promising
states that KM is “an approach to to intranet success. Edvinsson perspective to understanding
adding or creating value by more and Sullivan [17] propose a model contradictory findings regarding IT
actively leveraging the know-how, that identifies the importance of and organizational transformation,
experience and judgment resident culture in managing knowledge by is a factor that has been largely
within and, in many cases, outside suggesting culture is part of the ignored by IT implementation
of an organization” [10, p. 80]. intangible structural capital that researchers.
He views KM from a process supports the development and
perspective. When knowledge is transfer of knowledge. In addition, mismatches between
viewed as a process rather than information technologies and
an asset, the emphasis is on Yet it has been suggested that a their organizational settings
creating a proper environment to KM culture is the most difficult have caused an IT productivity
enable and facilitate the flow of success factor to build if the paradox where the increased
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RUPPEL AND HARRINGTON: SHARING KNOWLEDGE THROUGH INTRANETS 39
use of IT does not result in Mistrust is an aspect of culture and cared for [2]. Platforms and
expected increases in productivity that has a negative impact on cultures must be developed where
[29]. Without a match between building a KM culture, whereas knowledge can freely emerge [2].
the culture of an organization “pleasure in helping others”
and the cultural assumptions has a positive impact [18], [34]. Therefore, this research focuses
embedded in an IT innovation, Therefore, a culture that is not on the aspects of an organizational
a costly implementation failure conducive to intranets is one that culture that may affect the early
is likely to occur [30]. Culture emphasizes unilateral control, implementation and diffusion
can prevent some IT projects and maximizing winning and losing, of intranets. A model of the
their associated organizational and minimizing the expression of research study can be found in
transformations from occurring negative feelings. This environment Fig. 1. Because the research was
when users cling to old can create miscommunication, conducted early in the intranet
assumptions about autonomy mistrust, protectiveness, and adoption trend, it is believed that
and control [4]. escalating errors [34], [36]. culture impacts intranet use.
However, as time proceeds, the
This is also true for the IT Trust or lack of trust is a causal flow may reverse: that is,
innovation, intranets, since, perspective that goes beyond intranets may cause changes to
as Fichter suggests, “Intranets the simple rational perspective the existing culture. The predicted
are inherently about people and that the organization wishes to continued and rapid growth of both
organizational cultures” [31, p. 74]. maximize economic efficiency KM and intranets, and the need to
Some managers have suggested and effectiveness [35]. Trust can expand intranets enterprise-wide
that the information/technology create social capital, defined as the and even interorganizationally,
component of KM is only 20% of the increased capability that arises suggests that this type of research
KM and intranet issue; culture and from the prevalence of trust, and is of great interest to the business
management issues dominate [9]. is usually created and transmitted community as well as the academic
When intranets are implemented, through cultural mechanisms: community.
their success depends strongly that is, organizations based on
on employees using them, not cultures of shared ethical values
merely their existence [32]. In and trust can reduce regulations DIMENSIONS OF
sum, implementation effectiveness and contractual overhead [35]. ORGANIZATIONAL CULTURE
is related to the strength of an Where an ethical and trusting Quinn and Rohrbaugh [39]
organization’s culture for the culture may already exist, there developed a framework for
implementation of the specific IT may be less need for monitoring or organizational effectiveness that is
innovation [33]. privacy guidelines [37]. Thus, an based on competing values. This
ethical and trusting culture may framework has been used as an
What kind of culture supports reduce some burdens, increase intervention in organizations to
intranets? A culture that rewards social capital, and aid intranet enhance performance, as well as in
members for innovation and implementation. empirical research (e.g., [40]–[42])
learning can cause new insights to because of its ability to tap into
grow out of new IT implementations The effect of culture may only the aspects of organizational
[34]. Otherwise, the existing increase in the future. While the effectiveness via different values,
culture may find a way to preserve less critical, easy to implement assumptions, and interpretations
old forms, such as face-to-face systems can be converted quickly, that define an organization’s
meetings or hard-copy documents, intranet-based mission-critical culture.
despite electronic alternatives, applications are in the early stages
because the old forms are part of of implementation, and they may The first dimension of this
the employees’ ingrained habits only be used in certain areas of framework results from an
and are familiar and comforting to organizations [15], [38]. Using organization that either values
organizational members [28], [29]. the intranet for collaborative organizational flexibility or
applications, such as discussion organizational order. The other
Intranet implementers may also groups, workflow, and document dimension varies from an external
need to encourage cooperation management, creates higher risk focus to an internal focus. This
and win–win strategies to be and longer time frames, but it results in a framework containing
effective [31]. Some interpretivist also creates greater potential four quadrants:
studies (e.g., [24], [35]) have for performance improvement
found that collaboration and (cf. [38]). Employees must be • one with an external focus
cooperation, as well as trust, willing to share and trust others which values flexibility
are key to understanding to share [8]. Management must (developmental),
implementation, usage, and realize that knowledge must be • another with an external focus
outcomes of information systems. nurtured, supported, enhanced, which values order (rational),
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40 IEEE TRANSACTIONS ON PROFESSIONAL COMMUNICATION, VOL. 44, NO. 1, MARCH 2001
• another with an internal they are not intended to be all remiss without a “fifth” dimension
focus that values order encompassing with respect to describing the strength of the
(hierarchical), and culture’s possible dimensions. culture for ethics and trust, with
• the last with an internal One important dimension needed the resulting, proposed corporate
focus which values flexibility for the sharing required by KM culture dimensions relevant to
(group). and intranets, and implied by KM shown in Fig. 2. We will
the above discussion, is an now examine each of the four
These quadrants represent ethical and trusting culture [15], quadrants of the competing values
four different value sets that [44], [45]. Cultural values for framework, as well as the fifth
provide competing viewpoints on KM are “openness and honesty, dimension of ethical work climate,
the meaning of organizational sincere service attitude toward with respect to intranets and the
effectiveness. membership,” and a “high trust organizational culture.
culture for shared learning” [46, p.
An organization may contain 52]. None of the four dimensions Developmental Culture A
multiple values, however, of the competing values framework developmental culture is a culture
such as valuing order while specifically address these values of that values flexibility and has
encouraging some flexibility, thus ethics and trust. Meanwhile, ethics an external focus. Cooper [21]
the culture dimensions are not researchers have included such and Cooper and Quinn [40]
mutually exclusive. Instead, each dimensions in their culture studies identify a developmental culture
dimension reflects the strength by using values of benevolence, as one where an organization
of the organization’s belief that egoism, and other principles in faces a complex, turbulent,
the dimension is important work climates (cf. [47], [48]). and politicized environment.
to achieving organizational Thus, while the competing values Management believes that chances
effectiveness [41], [43]. Maximum framework captures an internal for organizational survival and
effectiveness may be achieved versus an external focus or growth are increased through
when an organization is strong flexibility versus order, there the promotion of organizational
in all dimensions. Organizations is nothing captured in these insight, innovation, and adaptation
should be both adaptable competing values that suggests [21], [40].
and controlled, as well as these important aspects of ethics
focused on growth and resource and trust are specifically related The rapid spread of intranets
acquisition while adhering to tight to any particular quadrant(s). We suggests that those who wish to
information management and prefer to think of an ethical culture remain competitive would be aware
formal communication [43]. as an overarching concern for of the trend toward intranets and
all members of the organization, their widely touted benefits and
While strength in these four regardless of the internal/external relatively low costs [23]. With the
dimensions comprises some focus or flexibility/order values. competition rapidly implementing
researchers’ thinking on culture, Therefore, this study would be intranets as discussed above, it
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RUPPEL AND HARRINGTON: SHARING KNOWLEDGE THROUGH INTRANETS 41
would seem that an organization formalization and centralization Intranets, especially those formed
with a developmental culture to deal with contextual factors, as a grass-roots phenomenon,
would also feel pressure to such as organizational size can conflict with this culture’s
implement one. Organizations and environmental uncertainty desire for formalization and
with an external view and concern [40]. Structures vary because control. Thus, while intranets were
for competitive pressures would nearly all decisions are driven by developed to lessen information
implement an intranet since its rational-economic criteria. overload and to allow the sharing
barriers are low. Moreover, a of knowledge, they can likewise
developmental culture is more Since many intranets have lead to the very thing they
flexible and innovative and willing grown without formal return were designed to decrease [50].
to try new things. In such a culture, on investment (ROI) analysis Therefore, we propose:
change and the importance or [23], organizations that require
H2: There is no relationship
ideological appeal of the task being such ROI calculations would be
between a rational culture and
undertaken motivates individuals less likely to create intranets
intranet implementation.
[26]. Intranets flourish where in a grass-roots manner. It has
information resource utilization been suggested that among Hierarchical Culture The
is an active, rather than reactive, early adopters these grass-roots hierarchical culture is one in
cultural component [8]. Therefore, or “underground” intranets far which the environment is not
we propose: outnumber official intranets [49]. considered a significant factor.
H1: There is a positive Moreover, the pre-implementation Rather, management interest
relationship between a ROI is difficult to estimate, with is focused upon measurement,
developmental culture and post-implementation estimates documentation, and information
intranet implementation. only now being declared at 1000% management [21], [40]. Since
ROI [24]. It may be that rational this culture is concerned with
Rational Culture The rational cultures will implement intranets an internal focus and order, it
culture is one in which the now that such estimates are identifies ways to bring order to the
organization is aware of its becoming known, but not as early internal organization. It is highly
environment and reacts to implementers which are the focus specialized, departmentalized, and
it as a cohesive unit in an of this study. has internal control structures.
intentionally optimizing manner. Leaders tend to be conservative
Key management activities are While the external focus of and wish to obtain timely,
designed to maximize profit this culture would make the regular reports of internal
through planning, directing, and organization aware of the rapid information. Individuals comply
goal setting [21], [40]. The rational adoption of intranets, the desire with organizational mandates
culture reacts to its environment for order may stifle innovations because roles are formally stated
in a manner that optimizes that tend to be in early stages and enforced through rules and
organizational productivity. of development because it is regulations. Although the focus is
Because it values order and difficult to maintain order and internal, the emphasis is on the
stability, it establishes control encourage productivity while task rather than the individual
structures with varying degrees of experimenting with intranets. performing the task [21].
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42 IEEE TRANSACTIONS ON PROFESSIONAL COMMUNICATION, VOL. 44, NO. 1, MARCH 2001
Intranets have an internal focus a knowledge-sharing purpose, likely support the development of
and can be used to publish policies found that a competitive culture intranets. Therefore, we propose:
and procedures. Research (e.g., that does not support cooperation
H4: There is a positive
[15]) suggests that intranets or sharing is countercultural
relationship between a
are quickly and easily used to the underlying premise of
group culture and intranet
for publishing internal policies these technologies. KM requires a
implementation.
and procedures, resulting in technical architecture that is more
greatly lowered publication costs, open, social, transparent, flexible, Ethical Culture While the
and this represents the most and respectful of employees [51]. competing values framework
common intranet application. Intranets, with the capability for describes values often used for
Thus intranets are consistent with opening up communication and decision making, it does not
a hierarchical culture’s values that information in a technologically include specific measures for trust
emphasize policies, procedures, transparent manner within and an ethical work environment.
and information management with an organization, have the Group culture is believed to
their internal focus. capability to encourage such facilitate trust through affiliation
sharing through features like and member participation [26],
discussion groups or, what is being but the group culture measure
In addition, Lynch [49] suggests
referred to in the literature as, does not measure trust or the
that the biggest issue in intranet
communities of practice. Kirsner ethical values of benevolence
use is content management.
[32] states intranet success is and concern associated with
A hierarchical culture would
60% communication and 40% trust. Yet evidence exists that
have much if not all of this
technology. In a culture of if a climate of benevolence and
content already in place, although
cooperation and sharing, intranets trust does not exist, knowledge
it may exist in paper form.
enhance the ability to share sharing will be diminished [15],
Similarly, Curry et al. [15] suggest
knowledge, and group cultures [44], [45]. Davenport [13] suggests
that establishing policies and
appear to be compatible with that sharing knowledge is an
procedures for intranet use,
intranets. “unnatural act.” Therefore, for
content management, and security
firms where employees are
are recommended as key elements
In addition, group cultures concerned mainly with their own
of intranet management. In a
value affiliation, human resource best interests and there is a low
hierarchical culture where control
development, and employee level of trust, the inherent sharing
and security are valued [26],
participation in decision making. of information on an intranet is
security procedures and project
Such values may encourage counter-cultural [34], [46].
management methods may already
employee commitment through
be implemented. These security
increased group collaboration, Employees may fear sharing
measures, as previously discussed,
trust, and tradition [26], [42]. One knowledge for fear of becoming
are important to the technical
of the frequently cited uses of redundant, giving away expertise,
ability to implement intranets.
intranets is for human resource or being embarrassed [16].
Therefore, we propose:
management purposes. The Employees who lack other forms
H3: There is a positive intranet can be used to provide of control or power may use
relationship between a information concerning employee knowledge as a control and
hierarchical culture and benefits and job openings, defense device [44] unless they
intranet implementation. as well as training materials. feel that they will be treated
Moreover, greater participation fairly and respectfully. The
Group Culture The group culture
is encouraged, as information need for empathy and concern
is one in which the maintenance
not previously available now for others is fundamental to
of the organization and its human
becomes available to employees. sharing knowledge [2], [34],
resources is key, emphasizing
This enhanced ability to find [44], [45]. These propositions
cohesive relationships, individual
the information to do their are consistent with findings of
commitment, and contribution.
jobs may be important, for it the previously mentioned study
While this culture is inwardly
has also been suggested that on the impact of culture on
focused, it also values flexibility.
personal responsibility is an Lotus Notes implementation
Managers promote employee
enabler of KM [22]. Similarly, [25]. It is also consistent with
dialogue, participation, and
it has been suggested that KM Schwartz [38], who suggests
training to accomplish this goal
efforts should try to avoid the that the real value of intranet
[21], [40].
loss of intellectual capital by development comes from the level
retaining employees through of interdepartmental collaboration
Orlikowski [24], in her study enabling personal development required to design and implement
of the impact of culture on and empowerment [22], [45]. the sites. When studying intra-firm
Lotus Notes, a technology with In sum, group cultures would networks, it was found that
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RUPPEL AND HARRINGTON: SHARING KNOWLEDGE THROUGH INTRANETS 43
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44 IEEE TRANSACTIONS ON PROFESSIONAL COMMUNICATION, VOL. 44, NO. 1, MARCH 2001
is preferable to a dichotomous assignment of a rank order to the and allows analysis of the
use/not use variable. It allows the level of intranet implementation variables with respect to the level
TABLE I
FACTOR ANALYSIS
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RUPPEL AND HARRINGTON: SHARING KNOWLEDGE THROUGH INTRANETS 45
TABLE III
CORRELATION RESULTS
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46 IEEE TRANSACTIONS ON PROFESSIONAL COMMUNICATION, VOL. 44, NO. 1, MARCH 2001
culture, accounting for about 14% much opportunity to alter the IMPLICATIONS FOR THEORY AND
of the variation in intranet use. culture. This study points out RESEARCH
the need for the consideration of The results of this study suggest
Beyond the explanation of intranet culture when a new technology that early adoption of intranet use
implementation provided by or procedure is implemented is most likely to occur in firms
an ethical culture, the next that may be incompatible with where the organizational culture is
culture to enter the regression the existing culture. Thus, this ethical or, as characterized in this
was the hierarchical culture, research is important, for many study, as having a high concern
accounting for an additional 10% organizations are just now for the other person and an
of the variation. Although the implementing intranets and/or atmosphere of mutual confidence
hierarchical culture does not by are devoting a larger share of and trust. Although the data for
itself correlate with intranet use their intranets toward KM efforts.
at the p < 0.05 level (i.e., it was
this research was conducted in the
Such organizations can benefit
significant at p < 0.10), it does
early stages of intranet adoption,
from understanding culture’s the results are applicable both to
explain the variance in intranet role in intranet implementation, organizations that have already
use beyond that explained by an not only as intranets expand adopted intranets, as well as to
ethical culture. Thus, the rationale across the wider enterprise, organizations considering intranet
provided above for a positive but also as intranets expand adoption, because organizational
relationship between hierarchical inter-organizationally in the form culture changes very slowly.
culture and intranets appears of extranets or supply chain To build a culture of trust and
supported when a threshold level management linkages. concern for the other person takes
of an ethical culture already exists.
time, and even organizations that
This study of early intranet
were early adopters of intranets
Limitations This study was adoption is also important for other
would benefit from understanding
an attempt to explore the early reasons. While many anecdotal
what culture to strive for (i.e.,
adoption and implementation accounts of a potential culture
an ethical culture) and why it is
of intranets as an information clash with KM and intranets have
advantageous.
technology supporting KM. Since been described in the popular
it was a national mailing of a press, few, if any, studies have
somewhat lengthy, blind survey empirically analyzed the previously This study points out that
to busy managers, we believe validated dimensions of culture where information sharing and
the response rate was low. Even across many organizations, as communication are important to
so, because of the low response has this study. Also, as the tools success (as in KM), an ethical,
rate, the generalizability of these for building intranets and the trusting culture may act as a
findings is somewhat in question, technology changes, follow-up facilitator. Where the culture
and it is important that the study research would help identify which is such that employees are
be replicated both in the U.S. and dimensions of culture become concerned mainly with their
other cultures. more important or are affected own best interests and there is
as intranets become more widely a low level of trust, the sharing
The conclusions for this study diffused, thereby enabling the of information on an intranet
are largely drawn on data understanding of intranets and is counter-cultural. Since this
collected at the advent of intranets KM implementation, as well as research was conducted during the
and KM before intranets had culture, over time. early implementation of intranets,
TABLE IV
STEPWISE REGRESSION RESULTS FOR INTRANET
IMPLEMENTATION
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RUPPEL AND HARRINGTON: SHARING KNOWLEDGE THROUGH INTRANETS 47
future research may wish to look confirmation that organizations for knowledge sharing. Intranets
at whether an ethical culture with developmental cultures are are being used to link to legacy
becomes more or less important in implementing intranets suggests systems to deliver mission-critical
the sustaining of intranet use. For that they may also be among the applications, to deliver training,
example, it may be that the lack of first to implement extranets or to share knowledge in real time in
an ethical culture acts as a barrier business-to-business systems, chat rooms, etc. This rapid growth
to adoption, but once implemented since such systems extend the and greater linking of systems
and in use over time, intranet intranet to customers or suppliers. can cause organizations to lose
use may be ingrained and thus It is estimated that 82% of some control [50]. Therefore,
not require a high level of trust. organizations with intranets a hierarchical culture, which
Alternately, increasing emphasis expect extranets to increase in the under earlier circumstances aided
on eliciting and sharing tacit next three years; more support intranet use, may inhibit its further
knowledge from employees who are for collaboration with business use. A stronger hierarchical culture
experts in some domain may cause partners is expected as well [60]. may act as an initial facilitator to
an even greater need for trust in If the current study’s findings adoption but be less important
future intranet implementations. are extended to extranets, a in established intranets. Future
developmental culture combined research may wish to examine
with an ethical culture may be these relationships further.
Counter to our hypothesis, required for maximum extranet
group culture did not affect implementation, as well as broader
As hypothesized, a stronger
intranet implementation. Yet other inter-organizational knowledge
rational culture was not related
studies have found that group systems. A question raised is
to intranet implementation.
culture is associated with more whether an ethical or trusting
The grass-roots, ad hoc, nature
employee communication [41], a relationship will be necessary, and,
of intranets that do not have
foundation of intranets. However, if so, how will it be built between
to be cost-justified does not
an explanation may be offered by organizations and their business
require a culture that values
this study in that group culture partners. An examination into the
objectives-based measures.
was strongly correlated with ethical types of trust relationships (e.g.,
Because early intranets have
culture. Such a relationship has integrity, competence, honesty,
been characterized as relatively
been found in previous research commitment, legal contracts)
low cost to implement and quick
[42]. It may be that group between business partners may
to return “soft” benefits, there
culture acts as an antecedent provide insights important in
has not been a need for such
to an ethical culture, and so extending these findings to
measures. Investment in intranets
indirectly is important in intranet extranet implementation.
to expand KM ability and extranets
implementation. Moreover,
is expected to increase [61]. As
different kinds of communication
these intranets and KM systems
may be involved; for example, the This study also found that a
mature and require investment in
types of communication required stronger hierarchical culture has
more sophisticated information
for developing trust relations some (albeit weak) effect on the
architectures, metrics to assess
may be different than those level of intranet implementation.
the benefits of such systems may
required for developing employee It is presumed that hierarchical
be necessary or desirable [5],
communication through intranets. cultures are conducive to intranets
and the values associated with
Further research is required to because of the procedures,
a rational culture may take on
clarify the types of communication manuals, and controls that are
increasing importance.
required for trust relations versus already in place. It is not clear,
intranets and KM systems, as well however, whether a stronger
as determining whether group hierarchical culture will, in the Overall, the significant relationship
culture effects an ethical culture. future, act as a facilitator or a between organizations with strong
barrier to further intranet growth. developmental, ethical, and
The intranet literature suggests hierarchical cultures and intranet
This study found that a that we are moving into phase II growth may be accounted for by
developmental culture is of intranet development [38] in how intranets are implemented.
directly and positively related which intranets are being used to Initial intranet implementation,
to intranet implementation, as deliver more than the publishing as studied here, is believed to be
hypothesized. Organizations of policies and procedures. This largely ad hoc and grass-roots
fostering a developmental suggestion is supported by our oriented, concentrating on
culture are more proactive 1998 findings that, while 34% of the publishing of policies and
and aware of changes in their intranets are used for publishing procedures. Initial implementation
environment. They also tend to be purposes, a nearly equivalent implies that strong developmental
in competitive environments. The number (33%) are now being used and hierarchical cultures are
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48 IEEE TRANSACTIONS ON PROFESSIONAL COMMUNICATION, VOL. 44, NO. 1, MARCH 2001
most conducive to intranet best served by building a trusting should help the organization
implementation. and cooperative culture among explore intranet use, and perhaps
the employees who are placing novel use, in an effort to remain
As intranet implementations add and using information on the competitive. Ninety percent of
more features (database access, intranet. In addition, the need for the organizations with intranets
delivering applications, and trust suggests that the content in this study found internal
chat rooms) to meet specific contained on the intranet must be communications improved, and an
organizational objectives, well managed and kept up-to-date estimated average of 33% of each
it may be that the greater from its inception so employees can organization’s intranet use was for
sharing of information acts in rely upon its accuracy and trust sharing knowledge (such as best
opposition to the control valued by can be built in the information practices). Such promising results
hierarchical cultures, altering the available on the intranet. Intranets published here and elsewhere
organizational mindset toward the and KM systems require a shift may encourage organizations
values underlying the group and away from the traditional reward with strong developmental
rational cultures. The model in systems based on individual culture to go beyond the
Fig. 1 represents one suggested by performance and know-how to current traditional uses, such
the literature as appropriate. While a shared, collaborative work as publishing information, to
this study empirically examines environment [5]. A reward system more cutting-edge uses such
only the solid arrows, the results based on a measure of knowledge as for prototypes, internal chat
of this study, as well as the sharing, such as the number, rooms for holding meetings and
research (e.g., [22], [24]), suggest quality, and reuse of publications sharing ideas, and building
the relationships indicated by the placed on the intranet, may communities of practice. Moreover,
dotted lines are appropriate areas expedite the organizational change such a developmental mindset
for future research. [5], [46]. should encourage employees to
extend the intranet to process
Further, the rapid growth of Managers may wish to answer the improvements and significant
intranets has been described as a questions in Table I to determine marketing-related outcomes,
“phenomenon” [62], [63], and we which cultural dimensions are such as customer-related
believe this status warrants study strongest within their organization. databases, repositories of external
by the academic community. When Also important would be what type knowledge (such as competitive
a technology with low barriers to of knowledge already exists or is intelligence), extranets and other
adoption makes rapid deployment missing from their organization. inter-organizational systems such
possible, this study suggests Then action can be taken to either as supply-chain systems.
that the people-based issues make the KM effort and intranet
such as culture are increasingly fit the culture or alter the culture A stronger hierarchical culture may
important, and they represent to be more appropriate for the aid in the early implementation
a significant potential barrier to knowledge needed. For example, of intranets. However, procedures
effective use despite the adoption developmental cultures, which are and controls should not be
of the technology. Thus, this innovative, are likely to be more regarded as a method of replacing
study validates the need for the conducive to “best practices” or trust with control, but rather
study of organizational culture sharing of new ideas, whereas as a framework to facilitate
as a factor in the adoption and hierarchical cultures may be better collaboration and provide content
implementation of IT innovations oriented to more immediate access for the intranet. Initially, the
such as intranets, as well as other to existing data and reduced existence of order and procedures
types of innovations designed printing costs. helps deal with several of the
to facilitate communication. problems associated with the
Increasingly, IT innovations have a Also, the awareness of the external implementation of intranets, such
communications component, and versus internal focus of the as security, content management,
the results of this empirical organizations will make the and making users aware of its
study suggest the role of organization more or less aware existence and encouraging them
organizational culture in the of developments in intranet and to use it [64], [37]. In hierarchical
adoption and implementation of KM efforts and either more or organizations, a promising
these innovations should not be less conducive to implementing approach would be to initiate a
ignored when conducting future an intranet and KM system. top-down directed approach and,
studies. The popularity of intranets is after implementing common data
becoming increasingly difficult to storage and collaboration software,
ignore, and as a result of having demonstrate how that system
IMPLICATIONS FOR PRACTICE an external, proactive focus, could save organizational members
Organizations wishing to a developmental culture with time gathering information and
implement an intranet are employees willing to try new things checking potential problems [16].
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RUPPEL AND HARRINGTON: SHARING KNOWLEDGE THROUGH INTRANETS 49
Examples of what might be on such for the intranet may not yet CONCLUSIONS
an intranet are structured internal be coded. Providing incentives This research adds to the body
knowledge, such as research and systems to encourage data of literature on intranets, IT
reports, marketing materials, capturing may be appropriate. innovation, and KM. As the
and techniques and methods. Intranets may be built to facilitate knowledge shared across intranets
Using the intranet as part of a ease of data capture. Ways continues to move from the posting
method to check the completeness to capture informal, internal of public documents, such as
or quality of work may also be knowledge may include discussion employee manuals and other
appropriate. Of note, however, is databases of know-how or “lessons explicit knowledge, to greater
that a hierarchical culture taken to learned.” Moreover, chat rooms, sharing of tacit knowledge, an
the extremes is not advisable [44]. discussion threads, and systems ethical and trusting culture will
Too much power concentrated at for spontaneous team-building become increasingly important. It
the top and lack of concern for and debates may be especially is this sharing of tacit knowledge
employees may stifle knowledge suitable for group cultures that that will yield organizations more
sharing because of its potentially have a high degree of team and competitive advantage from KM
negative effect on the ethical and group interaction. efforts [3]. Moreover, as intranets
trusting dimension of culture. are opened up as extranets to
outside organizations for access,
While strong ethical, For rational cultures, trust between organizations will
developmental, and hierarchical because of their goal and likely gain importance. Therefore,
culture dimensions are conducive measurement-oriented values, the role of trust in intranet growth
to intranet implementation, it sharing knowledge should be and KM will continue to be a major
may be difficult to change an made part of the business strategy concern and may increase in
existing culture where group or and ongoing objectives. Successes importance as intranets continue
rational dimensions predominate. resulting from knowledge sharing to develop.
Imposing a technology that should be widely disseminated.
radically changes the culture or Content on the intranet may
bypasses the usual organizational include research papers (white
chain of command, as intranets papers), lessons learned, or
do, can result in power struggles deliverables with value-added
and unexpected resistance (cf., description [46]. One approach is ACKNOWLEDGMENT
e.g., [65]). In general, the approach to piggyback sharing knowledge The authors are grateful to L. Jin
to KM and intranets should fit the onto other key business initiatives for her assistance on this project.
organization, its employees who or onto efforts to solve specific Funding was provided through the
are potential intranet users, and business problems [16]. Trust Faculty Research Award program
its culture [16], [31]. building, through the use of the Georgia College and State
of face-to-face contact, may University Graduate School and
In group cultures where be important to building a Research Services Department and
collaboration is already knowledge-sharing culture where through the Academic Challenge
established, one obstacle may rational cultures have previously program at The University of
be that the information or material rewarded individual achievement. Toledo.
REFERENCES
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Authorized licensed use limited to: MOTILAL NEHRU NATIONAL INSTITUTE OF TECHNOLOGY. Downloaded on July 25, 2009 at 10:51 from IEEE Xplore. Restrictions apply.
RUPPEL AND HARRINGTON: SHARING KNOWLEDGE THROUGH INTRANETS 51
Authorized licensed use limited to: MOTILAL NEHRU NATIONAL INSTITUTE OF TECHNOLOGY. Downloaded on July 25, 2009 at 10:51 from IEEE Xplore. Restrictions apply.
52 IEEE TRANSACTIONS ON PROFESSIONAL COMMUNICATION, VOL. 44, NO. 1, MARCH 2001
Authorized licensed use limited to: MOTILAL NEHRU NATIONAL INSTITUTE OF TECHNOLOGY. Downloaded on July 25, 2009 at 10:51 from IEEE Xplore. Restrictions apply.