Please use this identifier to cite or link to this item:
|Title:||Examining the influence of modularity and knowledge management (KM) on dynamic capabilities: Insights from a call center|
Modularity, Dynamic capabilities
|Citation:||Ravishankar, M.N., Pan, S.L. (2013). Examining the influence of modularity and knowledge management (KM) on dynamic capabilities: Insights from a call center. International Journal of Information Management 33 (1) : 147-159. ScholarBank@NUS Repository. https://doi.org/10.1016/j.ijinfomgt.2012.08.003|
|Abstract:||Modularity in organizations can facilitate the creation and development of dynamic capabilities. Paradoxically, however, modular management can also stifle the strategic potential of such capabilities by conflicting with the horizontal integration of units. We address these issues through an examination of how modular management of information technology (IT), project teams and front-line personnel in concert with knowledge management (KM) interventions influence the creation and development of dynamic capabilities at a large Asia-based call center. Our findings suggest that a full capitalization of the efficiencies created by modularity may be closely linked to the strategic sense making abilities of senior managers to assess the long-term business value of the dominant designs available in the market. Drawing on our analysis we build a modular management-KM-dynamic capabilities model, which highlights the evolution of three different levels of dynamic capabilities and also suggests an inherent complementarity between modular and integrated approaches. © 2012 Elsevier Ltd.|
|Source Title:||International Journal of Information Management|
|Appears in Collections:||Staff Publications|
Show full item record
Files in This Item:
There are no files associated with this item.
checked on Nov 11, 2018
WEB OF SCIENCETM
checked on Oct 23, 2018
checked on Oct 13, 2018
Items in DSpace are protected by copyright, with all rights reserved, unless otherwise indicated.