Organizational Design for Knowledge Management

4

Case Study

This chapter presents the results of the research in the field, in light of our model of the “learning organization design”. The division of the chapter reflects the three phases of the cross-cutting study:

– the first phase: the company S, before its merger (section 4.1);

– the second phase: the period of the merger between the two companies S and N (section 4.2);

– the final phase: the new company NSN, after the merger (section 4.3).

For each of these three phases, the analysis of the results will be presented in accordance with the logic of the components of the learning organization model: the strategy, the incentive systems, the people, the knowledge management system (KMS) technology and the structure.

4.1. Design of the learning organization SCCC (before the merger)

During this phase, the objective was to collect data that would elucidate the company’s strategy, its structure and the different professional roles involved, whilst attempting to identify the role played by knowledge management (KM) in the company’s strategy. Thus, we identified the population targeted in the company and furthered her knowledge of the different professional activities to which the company’s KM applies.

4.1.1. Strategy

4.1.1.1. KM: a strategic objective

KM was part of the strategy employed by S Communication Competences Center Tunisia (SCCC), and this manifested itself in different ways – particularly in the importance attached to, and diversity of, the training offered. The presence ...