Practices for Business Intelligence Development - Identifying the Knowledge Management Leveraging During the Strategic Tool Creation Process : Action Research in Hitachi Energy
Turpeinen, Viljami (2022-04-20)
20.04.2022
Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi-fe2022042029689
https://urn.fi/URN:NBN:fi-fe2022042029689
Tiivistelmä
Aim: This study aims to elaborate on knowledge management practice utilization during the designing and implementation of strategic tools for business intelligence, primarily focusing on different organizational levels.
Theory: The study covers two research streams: knowledge management and strategy-as-practice. The synthesis of these forms the framework of the study, which is used to observe the participation of different organizational levels in the strategic tool creation process and the information and knowledge received from individual practitioners.
Methodology: The empirical part of this study consists of a case study for Hitachi Energy through action research. The data was gathered through process observations and structured and unstructured interviews with practitioners from different organizational levels. Finally, the data analysis is carried out as thematic analysis, which focuses on describing implicit and explicit interpretations.
Findings and contribution: The strategy tool design and implementation process usually involve practitioners from different organizational levels with different backgrounds that will bring a unique set of information and knowledge. As a result, it is essential to identify the practitioners who positively contribute to the desired outcome. The findings of the study emphasize the importance of senior and middle management in terms of knowledge input and identify the lower management and operational level as assistive strategy practitioners. The knowledge input of these practitioners can be enhanced by creating agile draft versions during various project stages. The draft versions allow the parties involved to get a better overall view of the project and improve the quality and accuracy of the feedback provided, development suggestions, and other relevant observations. In addition to these findings, significant findings for the strategic tool developer were keeping the big picture in mind and understanding the essential knowledge-related characteristics of different organizational levels.
Theory: The study covers two research streams: knowledge management and strategy-as-practice. The synthesis of these forms the framework of the study, which is used to observe the participation of different organizational levels in the strategic tool creation process and the information and knowledge received from individual practitioners.
Methodology: The empirical part of this study consists of a case study for Hitachi Energy through action research. The data was gathered through process observations and structured and unstructured interviews with practitioners from different organizational levels. Finally, the data analysis is carried out as thematic analysis, which focuses on describing implicit and explicit interpretations.
Findings and contribution: The strategy tool design and implementation process usually involve practitioners from different organizational levels with different backgrounds that will bring a unique set of information and knowledge. As a result, it is essential to identify the practitioners who positively contribute to the desired outcome. The findings of the study emphasize the importance of senior and middle management in terms of knowledge input and identify the lower management and operational level as assistive strategy practitioners. The knowledge input of these practitioners can be enhanced by creating agile draft versions during various project stages. The draft versions allow the parties involved to get a better overall view of the project and improve the quality and accuracy of the feedback provided, development suggestions, and other relevant observations. In addition to these findings, significant findings for the strategic tool developer were keeping the big picture in mind and understanding the essential knowledge-related characteristics of different organizational levels.