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Closing the Gap: Toward A Process Model of Post-Merger Knowledge Sharing
Youngjin Yoo
Kalle Lyytinen
Dongcheol Heo
Abstract
We develop a process model of post-merger knowledge sharing based on
distributed cognition, a systems perspective and path dependence. The framework conceptualizes
knowledge sharing by layers of management choice and employee appropriation of knowledge
resources seen as knowledge as content and knowledge as connection. We use the framework to
study a merger of two polymer companies. The study reveals that mergers represent a
discontinuity in knowledge sharing. Yet, chosen strategies often mirror the learned knowledge
sharing practices of one of the merged companies and match poorly with the post-merger knowledge
sharing needs. Five factors emerged contribute to this knowledge gap: (a) the nature of the
merger; (b) a lack of shared context; (c) the incompatibility of existing knowledge systems; (d)
the tacit dimension of knowledge; and (e) time pressures of the merger. Our study shows that,
employees enacted knowledge new sharing practices that differed significantly from the official
strategy to close to the post-merger knowledge gap.
Published October 2007 in:
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