China
Africa
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Managing Knowledge through Social Enterprising
Published in Jessica Keyes, Enterprise 2.0, 2016
A viable framework for creating an organization-wide knowledge-sharing information culture should include sources of knowledge, organizational learning, and business process reengineering. Organizations should provide basic resources like technology. Once the resources are made available, the organization must ensure that the basic resources are turned into a competence, that is, employees understand how to exploit these resources. Most importantly, organizational learning must be embedded in the organization. It is imperative to recognize that an organization’s workforce is more than merely a collection of expert individuals. These experts must hone their skills to adapt and distribute their expertise through official and unofficial networks.
The Contribution of ICT Adoption by Local Governments to Sustainability—Empirical Evidence from Poland
Published in Information Systems Management, 2021
The inclusion of information culture in the ICT adoption construct stems from the fact that numerous studies have stressed the unique role of such a culture at each stage of ICT adoption (Dasgupta & Gupta, 2019). As noted by Welch and Feeney (2016), organizational culture, especially information culture, is an important component of ICT adoption in local governments. Information culture is understood as organizational culture focused on information, and it includes norms, values, competences, attitudes, and the way organizations value information (Sundqvist & Svärd, 2016). Information culture is shaped by digital and sociocultural competences, constant improvement of these competences, personal mastery, and incentive systems encouraging organizations to adopt ICT, experience the full potential of ICT and derive various benefits from ICT (Dasgupta & Gupta, 2019; Leyh & Sander, 2015).