Case Study Infosys Technologies

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The solution is in the attached document. You need the author of the book and year of publication, for the text where the case study comes from. I have inserted the parentheses, all you need to do is plug in the author and year. On the reference page, the rest of the book reference info needs to be plugged in. I have set it up for you. It needs author, year, and title of book.

The outside references (six of them) are provided in completion on the reference page.

Why do you think me knowledge management system at Infosys faced such serious implementation challenges? Defend your answer with examples from me case.

The knowledge management group (KM) at Infosys faced implementation

challenges of its new system, for several reasons. One reason the system initially was not

utilized to its potential, is that it takes time away from group projects, to enter knowledge into

the system. When employees have no incentive the utilize such a system, it only adds to the

burden of their workplace responsibilities. "Local repositories of specialized knowledge

continued to proliferate within project teams and practice communities" (Author, date).

Infosys employees were not given any incentive to contribute or utilize the system.

Employees, as end users, were not consulted in the development of the system.

"Managers should pay attention to any upward communication that occurs. They should be

available to take suggestions or answer questions that employees might have" (Mason &

Simmering, 2011). The culture that already existed, was one where various work groups

maintained their own database of knowledge, for future use. This was a primary concern, as

it allowed work groups to achieve their goals in a manner they believed was most efficient.

There was no prior culture that encouraged sharing of information, across the organization.

Though the organization has a "history of trying to use knowledge created by employees for

Corporate advantage" (author, date), it apparently had not been successful. This is why the

Knowledge management group was formed. The organization was attempting to harness the

knowledge possessed by employees. The development of the new system failed to consider

the corporate culture and climate that already existed, It also failed to engage employees or

consult with them about their needs.

Another reason the system failed, is that it did not initially provide for enough control

over the information being contributed to the system. While a few reviewers were utilized,

to monitor and check the kind of information being contributed, they were not able to keep

up, with the level of contribution. "The explosive growth in the number of contributions

began placing a heavy burden on the limited number of volunteer reviewers" (author, date).

The inability to properly monitor data being contributed, has created a situation where data,

within the system, may be invalid or irrelevant to the information employees need.

Employees who realize that information is not useful, will be less likely ...