Tool-supported continuous business process innovation: a case study in globally distributed software teams Online publication date: Mon, 31-Jul-2017
by Alberto Heredia; Ricardo Colomo-Palacios; Pedro Soto-Acosta
European J. of International Management (EJIM), Vol. 11, No. 4, 2017
Abstract: During the production of software, individuals acquire tacit knowledge that can be useful to improve business processes. Even though people are geographically dispersed, social software supports the creation of knowledge clusters and provides additional channels to share knowledge for business process improvement. This paper describes a successful case study in which useful tacit knowledge is captured from a knowledge cluster with the aim of innovating services provided by a consultancy organisation. To this end, a knowledge-management-based framework helps to capture useful tacit knowledge, from individuals in different locations by using two social software tools during the production of software. Findings reveal that the use of this framework empowers the continuous innovation of business processes, thus allowing consultancy organisations to provide high-quality solutions. Moreover, the framework allows newcomers to receive support from other colleagues and also mitigates the knowledge loss produced owing to the high rotation of personnel in such organisations.
Online publication date: Mon, 31-Jul-2017
If you are not a subscriber and you just want to read the full contents of this article, buy online access here.Complimentary Subscribers, Editors or Members of the Editorial Board of the European J. of International Management (EJIM):
Login with your Inderscience username and password:
Want to subscribe?
A subscription gives you complete access to all articles in the current issue, as well as to all articles in the previous three years (where applicable). See our Orders page to subscribe.
If you still need assistance, please email email@example.com