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ORGANISATIONAL REFLECTIONS ON THE INTRODUCTION OF KNOWLEDGE MANAGEMENTS SYSTEMS : EVIDENCE FROM SUPPORTING ( E-) BANKING ACTIVITIES

This papers attempts to describe in organisational terms the constituents of a Knowledge Management intervention endeavour. Managing knowledge, as a socially constructed phenomenon, presumes the explication of knowledge as an individual and organizational asset. Our assertion attributes this endeavour to the specificities of the organisational situation to be supported with regards to its working assumptions as conceptualised through its activities, knowledge content, and social interactions. We ground our propositions on experiences deriving from our engagement in the implementation of a KM solution in a Bank organisation aiming at the support of a newly employed and strategically important (e-)banking role, the “Front-line Customer Service”.