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A Knowledge Management Approach to Improving E-Business Collaboration
increasingly automated), organisations need to seek ways to harness and exploit the knowledge of their more precious resource, that is, employees. The human resource strategy needs to provide opportunities for staff to develop ‘know-why’ (Evans, 2003) by facilitating communication between teams by creating the time, space, and reward systems to develop a ‘care-why’ culture.
CONCLUSION
Collaborative systems are a vital component of modern business. Technology provides a means of communication, facilitating the transmission of information and the integration of processes between organisations. However, the value from e-relationships is dependent upon the ability to share, create, and implement knowledge em-bedded within the information communicated. Knowledge is contextual and situated within communities of practice. Collaborative relation-ships require a new community to be established which bridges the cultures of the workers in the partnership organisations. Collaboration requires trust; in the absence of face-to-face interaction trust emerges from recurrent actions. If e-business systems are developed on espoused requirements rather than practice, problems are likely to occur which may generate mistrust and limit the col-laboration. An approach to improving the ability of collaborative information systems to support authentic work practice is proposed. This places the recurring activities that comprise professional practice and work culture at the centre of an en-quiry about distributed knowledge in e-business collaboration and provides a multilevel approach to begin an exploration into socially embedded knowledge-based collaborative work processes.
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