Change in Knowledge Sharing - PUREpure.au.dk/.../75322680/Change_in_Knowledge_Sharing.pdfAndrei Madalin Dumitrescu Change in Knowledge Sharing! Chapter 1: Introduction ! The ﬁrst

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CHANGE INKNOWLEDGE SHARINGBACHELOR THESIS / SPRING 2014DEPARTMENT OF BUSINESS COMMUNICATION

THE CASE OF AU KNOWLEDGE EXCHANGE

ANDREI MADALIN DUMITRESCU

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AD87411

44.443

LONE LAURSEN

AUAARHUSUNIVERSITY

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HJEMMEOPGAVER,+PROJEKTER,+SYNOPSER+U/+MUNDTLIGT+FORSVAR+Home+Assignments,+Project+Reports,+Synopses+without+oral+defence+

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+INSTITUT+FOR+ERHVERVSKOMMUNIKATION+

Department+of+Business+Communication+

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403023'

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Bachelor'Thesis'–'Marketing'and'Management'Communication'Department'Of'Business'Communication'Spring'2014'STADS'410131U044'

VEJLEDER:+

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Lone'Laursen'

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DIN+BESVARELSE++(ekskl.'blanktegn):'Number+of+Characters+in+

your+Assignment+(exclusive'of'blanks):'+

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In+written+group+exams,+your+individual+contribution+must+be+clearly+identifiable.'

!Chapter 1: Introduction 2

1.1 PROBLEM STATEMENT 3

1.2 RESEARCH QUESTIONS 3

1.3 THEORY OF SCIENCE 4

1.4 METHODOLOGY 5

1.5 STRUCTURE 7

1.6 DELIMITATIONS 8

1.7 THEORETICAL FRAMEWORK 8

Chapter 2: Understanding Knowledge Sharing 9

2.1 WHAT IS KNOWLEDGE 9

2.2 KNOWLEDGE MANAGEMENT 10

2.1 KNOWLEDGE SHARING IN THE ERA OF WEB 2.0 11

Chapter 3: Case Study 12

3.1 INTRODUCTION 12

3.2 AU KNOWLEDGE EXCHANGE 13

3.3 FACTORS FOR CHANGE 14

3.3.1 Early Stage 15

3.3.2 Sharepoint 17

3.3.3 Confluence 18

3.3.4 Part Conclusion 21

3.4 IMPLEMENTATION STAGES 21

3.4.1 Lewin’s model for change 21

3.4.2 Sharepoint 22

3.4.3 Confluence 24

3.4.4 Part Conclusion 25

3.5 FUTURE DEVELOPMENTS 26

Chapter 4: Reflections 27

Conclusion 28

Bibliography 30

Appendix 31

Andrei Madalin Dumitrescu Change in Knowledge Sharing

!Chapter 1: Introduction

!The first step in the history of Aarhus University was taken in hired premises on 11

September 1928, when “University Studies in Jutland” was inaugurated with 64

students enrolled. The combined staff consisted of one professor and four senior

associate professors. In 2012, the entire Aarhus University had approximately 42,000

students and 7,500 members of staff. 1

!An# important# stepping# stone# in# the# University’s# history# is# represented# by# developments# in#

recent#years.#Throughout#2012,#Aarhus#University#has#>inalised#the#merger#process#with#the#

Institute# of# Business# and# Technology# in# Herning# (HIH),# the# Aarhus# School# of# Business,# the#

Danish# Institute#of#Agricultural#Sciences,# the#National#Environmental#Research# Institute#and#

the# Danish# University# of# Education.# Subsequent# to# the# merger,# there# are# now# four# main#

academic#areas:#Arts,#Health,#Science#and#Technology#and#Business#and#Social#Science.#As#of#

2013,#Aarhus#University#accounts#for#approximately#8,000#employees#and#more#than#45,000#

students#from#all#over#the#world. #Furthermore,#Aarhus#University#is#now#ranked#among#top#2

100#Universities#worldTwide#according#to#different#rankings.#Consequently,#this#also#meant#a#

complete# overhaul# of# the# including# departments# in# order# for# them# to# stay# relevant# for# the#

reformed#organisation#diagram. ##3

!

Page ! of !2 31

http://www.au.dk/en/about/profile/history/1

Appendix 1 AU Facts2

� Appendix 2 AU Organisational Diagram3

http://www.au.dk/en/about/profile/history/


Focusing# on# a# particular# example# directly# in>luenced# by# recent# years# developments,# AU#

Knowledge#Exchange#(AU#Viden)#is#an#AU#Administrative#Department#in#charge#of#continuing#

education,# career# counselling,# alumni# collaboration,# libraries,# authority# and# business#

relationships#across#all#of#Aarhus#University. #Prior#to#the#merger#>inalisation,#most#part#of#the#4

current#AU#Knowledge#Exchange#was#solely#part#of#former#Aarhus#School#of#Business.#

!However,#even#before#2012,#an#important#function#of#the#AU#Knowledge#Exchange#department#

was#to#govern#a#knowledge#sharing#platform#across#departments.#Throughout#the#years,#as#the#

organisation# developed# and# drastically# altered# its# structure# during# the# merger,# there# were#

signi>icant# changes# in# terms#of# the#platform#used.#The#present#paper#endeavours# to#analyse#

which#were#the#factors#leading#towards#change#in#that#regard#and#which#were#the#steps#taken#

in#the#implementation#process.#

!1.1 PROBLEM STATEMENT !The# present# paper’s# goal# is# to# examine# if# Aarhus# University’s# Knowledge# Exchange#

department# has# successfully# implemented# a# knowledge# sharing# platform# considering# the#

merger#context#between#Aarhus#University#and#Aarhus#School#of#Business.#

!1.2 RESEARCH QUESTIONS !In# order# to# address# the# problem# statement,# the# paper# will# endeavour# to# answer# a# set# of##

research#questions.#The# research#questions#will#become# the# thesis# core# in# terms#of# analysis#

structure#and#they#will#be#addressed#following#a#timeline#approach#of#the#occurrences.#

!›# # What#were#the#factors#driving#towards#change#in#AU#Knowledge#Exchange’s#knowledge### #########

sharing#platform#during#the#merger#process?#

›# # Which#were#the#steps#taken#towards#implementing#a#new#knowledge#sharing#platform### #########

across#the#redesigned#organisation?#

›# # Considering#the#>indings#and#recent#circumstances,#could#the#paper#suggest#future### #########

# # developments#for#the#department’s#knowledge#sharing#platform?##### #########

!!

Page ! of !3 31 http://medarbejdere.au.dk/administration/viden/om-au-viden/4

http://medarbejdere.au.dk/administration/viden/om-au-viden/


When#answering#the#three#main#research#questions,#the#present#paper#will#mostly#develop#a#

theoretical# character,# as#well# as# an# actionTprescribing#one# for# the# last# part.# Furthermore,# in#

order# to#present# a# relevant# study#design,# the# thesis#will# engage# in# a# top#down# technique#of#

laying# out# the# theoretical# problem# setup# >irst,# followed# by# a# re>lection# over# the# paper’s#

>indings.#

!1.3 THEORY OF SCIENCE !People construct their knowledge and understanding of the world between them. It is

trough the daily interactions between people in the course of social life that our

versions of knowledge become fabricated (Burr, 2001).

!Social# constructivism# serves# as# the# present# paper’s# core# pylon.# According# to# Vivian# Burr#

(2001)# in#her#work# “An# Introduction# to# Social#Constructionism”,# our#way#of# comprehending#

the#world#does#not#initiate#from#objective#realty,#but#rather#from#other#people,#both#past#and#

present.##

!Social#constructivism#scholars#argue#against#the#existence#of#an#objective) fact)(ibid#2001:#6).#

This# claim# is# supported# by# the# fact# that# on# the# ontological# level,# the#world# is# viewed# as# an#

organic#construction#of#meaning,#social#relations,#emotions#and#the#like.##

!Furthermore,# when# discussing# the# epistemological# level# from# a# social# constructivism# lens,#

scholars# of# this# paradigm# re>lect# on# how# the# researcher# itself# is# an# active# part# of# the#

construction# process# rather# than# a# third# party.# Overall,# this# particular# school# of# thought#

heavily# relies# on# a# relative# understanding# of# the# world# based# on# history# and# culture,# one#

where#each#comprehension#of#a#certain#reality#is#as#coherent#as#any#other#(Burr#2001).#

!Considering# that# the# thesis# will# aim# for# a# comprehensive# understanding# of# the# earlier#

introduced#problem#statement,#social#constructivism#represents#the#relevant#paradigm#when#

laying#out#the#paper’s#methodology.#Furthermore,#given#that#the#main#part#of#the#research#will#

be# qualitative,# the# author# will# bear# in# mind# that# there# are# also# numerous# alternative#

constructions#of# the# same#phenomena.#As# a# consequence,# the#paper’s# conclusion#will# solely#

represent#an#interpretation#from#the#researcher’s#and#research#participant’s#angle.#

!Page ! of !4 31


!1.4 METHODOLOGY !The#following#section#of#the#paper#aims#to#outline#the#ways#in#which#knowledge#in#regards#to#

the# problem# statement#will# be# acquired.# It# is# critical# to# comprehend# that# by# answering# the#

question# “How# do# we# know?”,# methodology# is# directly# related# to# both# the# ontological# and#

epistemological# level# of# the# paper.# Viewing# the# world# as# an# organic# construction# of# social#

relations#where#the#researcher#is#an#actual#part#of#the#construction#has#a#blunt#consequence#

over#the#methodology#chosen.#

!According# to#Daymon#and#Holloway#(2005)# in# their#work:# “Qualitative#Research#Methods# in#

Public# Relations# and# Marketing# Communications”,# interpretivism# is# de>ined# as# a# paradigm#

based# on# the# ontological# belief# that#multiple) realities) and) truths) exist) and) they) are) open) to)

change#(ibid,#2005:#102).#By#further#going#in#depth,#scholars#of#this#school#of#thought#aim#to#

understand#the#meaning#by#which#one#perceives#one’s#own#experiences#and#realities,#rather#

than#attempting#to#predict#one’s#behaviour#(Daymon#and#Holloway#2005).#

!As# a# natural# augmentation# of# the# previously# mentioned# aspects,# the# paper# endeavours# to#

address# the# problem# statement# by# means# of# a# single# case# study.# This# represents# an#

opportunity#to#get#an#inTdepth#insight#into#the#phenomena#at#hand.#According#to#Daymon#and#

Holloway# (2005),# a# case# study#uses#multiple# sources# of# evidence.# Furthermore,# it# is# usually#

associated#with# a# location,# the# case# at# hand# being# associated#with# Aarhus# University# as# an#

organisation#and#more#speci>ically#the#current#AU#Knowledge#Exchange#department#as#a#work#

group.#

!When# addressing# the# research# questions,# the# present# paper# will# acknowledge# a# few#

technological# aspects# which# are# empirical# in# nature.# However,# the# core# analysis# will# be#

structured# based# on# qualitative# research.# This# will# aid# collecting# rich# information# when#

addressing# the# problem# statement# at# hand.# Qualitative# research,# in# the# form# of# one# on# one#

recorded# and# semiTstructured# interview,# aims# to# get# a# meaningful# understanding# of# the#

problem#statement#from#the#perspective#of#the#stakeholders#interviewed#and#the#researcher’s.##

!The#paper’s#analysis#will# re>lect#on#knowledge# from#four#perspectives.#When#addressing# the#

>irst# research# question,# regarding# factors# for# change# in# knowledge# sharing,# the# thesis# will#

triangulate# the# following:# empirical# data,# such# as# technological# information,# alongside# two#Page ! of !5 31


qualitative# interviews.#The# interviews#used#aim#to#get#an# inTdepth# insight# from#both:#a#user#

and#a#project#manager#perspective#of#the#knowledge#sharing#solutions#used#by#AU#Viden.#Both#

subjects#cast#for#sampling#have#a#long#term#involvement#with#the#organisation#(+5#years)#and#

thus#have#been#part#of#the#merger#process.##

!›##Jacob#Jensen:#AU#Alumni,#Team#Leader###

›##Lene#Lund:#AU#Knowledge#Exchange,#Project#Manager#

!Moving# towards# the# second# research# question,# the# present# paper# will# mainly# construct#

knowledge#based#on#the#interview#with#Lene#Lund,#as#the#participant#is#in#fact#responsible#for#

overseeing#CRM#and#knowledge# sharing#platforms#across# several#departments.#By#doing# so,#

the# thesis# gathers# >irst# hand# understanding# over# the# steps# taken# for# implementation# of# the#

knowledge#sharing#platform.#

!For#the#third,#and#>inal#research#question,#as#well#as#the#thesis’#conclusion,#the#paper#will#add#

the#fourth#angle#in#the#process#of#knowledge#creation:#the#researcher’s#own#re>lection#over#the#

construction# and# sourced# interview.# It# is# signi>icant# to# account# that# the# researcher# is# also#

involved#in#the#implementation#of#the#knowledge#sharing#platform,#as#layout#designer.#

!Overall,# the# present# paper# represents# an# interpretation# of# the# study# case# examined# and#

acknowledges#the#existence#of#multiple#other#constructions#of#the#same#event.#The#thesis#will#

also#provide#an#interview#guide#as#appendix.#The#purpose#for#creating#an#interview#guide#is#so#

that#the#research#will#touch#upon#matters#future#discussed#by#theory.#By#doing#so,#the#present#

paper#will#create#knowledge#directly#comparable#with#different#scholar’s#hypothesis.#

!!!!!!!!!

Page ! of !6 31


!1.5 STRUCTURE !Coherence#and#consistency#are#an#important#aspect#of#the#present#paper#in#order#to#generate#

more#value#as#comprehendible#academic#material.#In#order#to#support#these#factors,#the#thesis#

will#be#constructed#according#to#the#following#structure#present:##

FIG. 1 CHANGE IN KNOWLEDGE SHARING STRUCTURE !!!

Page ! of !7 31


!1.6 DELIMITATIONS !In# terms#of#delimitations,# the# thesis# >indings#will#only#be#de>ined#by# the#analysis#of#a# single#

particular# construction:# change# in#knowledge# sharing# at#Aarhus#University#over# the#merger#

with#Aarhus#School#of#Business.##

!Due#to#academical#constraints#of#the#paper,#the#thesis’#conclusion#will#be#mainly#constructed#

on# a# sole# case# study,# thus# not# being# able# to# provide# a# de>initive# general# framework.#

Furthermore,#the#social#constructivism#angle#aims#for#an#interpretation#of#the#circumstances#

at#hand#and#not# for#an#absolute# truth.#The#paper#could#construct#a#better#understanding#by#

using#several#different#study#cases# in#order#to#offer#a#more#holistic#view#over#the#process#of#

change#in#knowledge#sharing#and#further#support#its#claims.#

!Another#important#delimitation#of#the#present#paper#is#that#the#topic#analysed#does#not#touch#

upon# culture# in# an# organisational# setting.# This#would# represent# an# element# to# enhance# the#

perquisite#comprehension#of#the#case#at#hand.#

!Furthermore,#when# using# empirical# data# to# discuss# technological# factors,# it# is# important# to#

note# that# due# to# this# particular’s# industry# rapid# evolution,# the# presented# elements# can# be#

interpreted#as#short#lifecycle#arguments.##

!1.7 THEORETICAL FRAMEWORK !The#concept#of#knowledge#represents# the#basic#core#of# this#paper’s#problem#statement.#The#

following#section#will#start#by#brie>ly#introducing#the#reader#with#the#notion#of#knowledge#in#

its# rudimental,# most# basic# condition# as# starting# grounds.# In# order# to# do# so,# the# paper# will#

primarily#rely#on#the#work#of# #Michael#Welbourne’s#(2001)#book:#“Knowledge”.#The#author’s#

understanding# of# knowledge# leaves# room# for# interpretation# and# he# does# not# argue# for# an#

absolute# truth,# thus# it# can# be# feasibly# used# in# line# with# the# paper’s# social# constructivism#

approach.#Furthermore,#Trisha#Greenhalgh’s#(2010)#article#“What#Is#This#Knowledge#That#We#

Seek# to# “Exchange”?”# classi>ication# of# knowledge# as# individual# or# collective# will# further# be#

referenced#in#the#thesis#as#support.#

!Page ! of !8 31


In#continuation,#the#paper#will#discuss#the#process#of#knowledge#management#and#the#value#it#

can#bring#to#an#organisational#context.# In#order#to#materialise#these#claims#and#construct#an#

understanding# for# the# concept# at# hand,# the# present# paper# will# >irst# reference# the# book#

“Organisational#Behaviour,#Fourth#Edition”#by#BuelensTSindingTWaldstrøm#(2010).#In#addition,#

Vicky# Ward# and# colleagues’# (2011)# work:# “Exploring# knowledge# exchange:# A# useful#

framework#for#practice#and#policy”#and#previous#article#by#Trisha#Greenhalgh#will#also#come#

in#support#for#the#overarching#comprehension.#

!In#parallel,# the#thesis#will#also#discuss#factors#for#change#in#an#organisational#setting.#This# is#

highly#relevant#in#order#to#understand#the#paper’s#case#study#context#and#the#implication#they#

bring.# Hence,# the# paper# will# consider# scholars’# view# for# implementing# change# in# order# to#

tackle# the# problem# statement# and# answer# the# research# questions.# BuelensTSindingT

Waldstrøm’s# (2010)# book# “Organisational# Behaviour,# Fourth# Edition”#will# again# provide# the#

core# theoretical# framework# for# this# section# of# the# thesis# as# it# includes# a# well# grounded#

argumentation#for#both#factors#for#change#and#implementation#process.#

!Furthermore,# the# paper#will# selectively# address# academic#materials# concerning# the# topic# of#

Corporate# Social# Software,# namely# knowledge# sharing# platforms,# as# it# is# a# relatively# new#

adopted#discipline#by#organisations.# “Knowledge#management#goals# revisited”#by#Alexander#

Richter#et#al.#(2012)#and#Frank#Leistner’s#(2010)#work#“Mastering#Organizational#Knowledge#

Flow:# How# to# Make# Knowledge# Sharing# Work”# aid# the# understanding# of# Web# 2.0# and# the#

advantages#it#conveys.#The#later’s#author#brings#in#personal#experiences,#understandings#and#

examples# in# order# to# construct# knowledge.# In# addition,# Frank# Leistner# (2010)# is# aware# of#

human#behaviour#as#variable#in#any#organisation#and#also#draws#attention#upon#technological#

advancements.##

!In#addition,#considering#the#social#constructivist#approach#of#the#present#paper,#the#research#

will#also#construct#meanings#and#understandings#based#on#the#context#analysed.#

!Chapter 2: Understanding Knowledge Sharing !2.1 WHAT IS KNOWLEDGE !Michael#Welbourne#(2010)# interprets# the#concept#of#knowledge#as#perquisite# for#humans# in#

order#to#successfully#conduct#their#lives.#More#speci>ically,#one’s#actions#need#to#be#performed#

Page ! of !9 31


in# the# circumstances# that# one# believes# to# obtain# (Welbourne# 2010:# 93).# The# author#

understands# that# a# belief# with# the# right# set# of# valid# characteristics# can# be# de>ined# as#

knowledge.##

!In#addition,#the#writer#brings#in#focus#the#fact#that#humans#developed#ways#of#bene>iting#from#

other’s#information,#observations#and#discoveries#by#means#of#linguistics#communication#(ibid#

2010).# Therefore,# the# present# paper# re>lects# that# knowledge# is# used# in# the# previously#

mentioned#construction#as#a#hub#for#generating#value#in#overall#human#relations.#

!In#a#society#with#advanced#linguistics#communications,#knowledge#can#be#represented#as#one#

of# the# most# valuable# key# assets# of# an# organisation.# As# interpreted# by# Trisha# Greenhalgh’s##

(2010)# article,# knowledge# can# be#mainly# de>ined# in# two# essential# forms,# as# illustrate# in# the#

following#>igure:#

!The# present# paper’s# analysis# will# contemplate# on# how# knowledge# is# made# use# of# in# an#

organisational#setting.#

!!2.2 KNOWLEDGE MANAGEMENT !Furthermore,#when#discussing#knowledge#management,#according#to#Ward#et.#al#(2011),#it#can#

be#understood#as#a#dynamic#and#>luid#process#which#incorporates#distinct#forms#of#knowledge#

from# multiple# sources# and# that# the# gap# between# knowledge# and# action# is# a# knowledge#

management#problem.#More#clearly,#it#can#be#further#described:#

!!!!

Page ! of !10 31


“Management of information, knowledge and experiences available to an

organisation, its creation, capture, storage, availably and utilisation, in order that

organisational activities built on what is already known and extend it

further.” (Buelens-Sinding-Waldstrøm 2010: 525)

!In#addition#Frank#Leistner’s#(2010)#work#“Mastering)Organizational)Knowledge)Flow):)How)to)

Make) Knowledge) Sharing)Work”) introduces# the# formula# that# knowledge#management# is# the#

sum# of# people# and# technology.) By# positioning# towards# a# holistic# view# over# the# concept# of#

knowledge# management,# it# can# be# de>ined# as# an# organic# process# of# both# individual# and#

collective# information# sharing# from# and# towards# different# sources# with# the# purpose# of#

triggering#valuable#actions.#Information)is)exchanged)in)networks,)especially)when)the)members)

of) these)networks) like)and) trust) one)another)and)have) found)previous) communications)useful.

(Greenhalgh#2010:#493)#

!Furthermore,# based# on# the# preceding#mentioned# concepts,# it# is# important# to# note# that# this#

paper#will# construct# the# understanding# of#knowledge) sharing# as# an# active# function# of# the#

overarching# knowledge#management# strategy.# This# construction# is# further# illustrated# in# the#

following#section.#

!2.1 KNOWLEDGE SHARING IN THE ERA OF WEB 2.0 !When# considering# the#present#day# context,# technological# developments#have#made#possible#

for# companies# to# streamline# their# >low# of# creating# and# sharing# knowledge# by# use# of# the#

internet.# Implementing# Corporate# Social# Software# (CSS)# allows# large# organisations# to# tear#

trough# physical# boundaries# and# considerably# increase# productivity.# The# article# “Knowledge#

management# goals# revised”#by#Alexander#Richter# and# colleagues# (2012)# supports# the# claim#

that#Web#2.0#has#revolutionised#interaction#by#turning#users#into#content)creators.#This#led#to#a#

great#step# forward# in# the#knowledge#exchange#sector# for#organisations#and#companies# (ibid#

2012).#In#addition,#the#academic#material#also#introduces#“meTcentricity”#as#the#core#of#social#

software,#which#will#be#further#discussed#in#the#paper’s#analysis#section.##

!Frank#Leistner’s#(2010)#work#about#Mastering)Organizational)Knowledge)Flow):)How)to)Make)

Knowledge) Sharing)Work,) stands# as# further# support# of# web# 2.0,# as# technical# possibility# for#

userTeditable#Web#pages#such#as#Wiki#made#it#spread#viraly#(ibid#2010:#150).##Page ! of !11 31


From#a#user#perspective,#it#can#be#interpreted#as#a#signi>icant#leap#forward#when#shifting#from#

consuming#content#on#a#static#page#to#being#able#to#interactively#contribute#to#the#knowledge#

creation.#Corporate#Social#Software#using#web#2.0#can#be#expressed#as#a# tool# for#knowledge#

sharing.#

!Based# on# the# previously# introduced# theory,# the# present# paper# elaborates# the# following#

diagram# in# order# to# present# the# reader#with# a# holistic# view#over# the# concept# of# knowledge#

sharing:#

!!Chapter 3: Case Study !3.1 INTRODUCTION !Just# as# introduced# in# the# beginning# of# the# paper,# as# of# 2013,# Aarhus# University# accounts#

for# approximately# 8,000# employees# and# more# than# 45,000# students# from# all# over# the#

world. # Furthermore,# Aarhus# University# also# achieved# a# strong# position# among# top# 100#5

Universities# worldTwide# according# to# different# rankings.# These# could# be# interpreted# as#

signi>icant#key#successful#indicators#by#a#University#with#less#than#100#years#of#existence.# ##6

!The#present#paper#will#set#its#context#in#the#practically#recent#history#of#the#University,#more#

speci>ically# focusing#on# the# time# frame#between#2007#and#2012.#During# this#period,#Aarhus#

University# had# formally# completed# a# lengthy# merging# process# with# different# academic#

institutions#in#Denmark#such#as#the#Institute#of#Business#and#Technology#in#Herning#(HIH),#the#

Aarhus# School# of# Business,# the# Danish# Institute# of# Agricultural# Sciences,# the# National#

Environmental#Research#Institute#and#the#Danish#University#of#Education.##

!Merging# with# these# different# entities# also# mean# a# complete# overhaul# of# the# organisational#

diagram,#as#also#referenced#in#the#paper’s#introduction#section.##

Page ! of !12 31

Appendix 1 AU Facts5

http://www.au.dk/en/about/profile/history/6

http://www.au.dk/en/about/profile/history/


!It#is#this#paper’s#hypothesis#that#the#merger#played#an#important#part#in#shaping#the#current#

knowledge#sharing#platform#used#by#AU#Knowledge#Exchange.#

!3.2 AU KNOWLEDGE EXCHANGE !More#speci>ically,#the#paper’s#problem#statement#is#set#in#the#context#of#the#merger#between#

Aarhus#University#and#Aarhus#School#of#Business.#Within# the#newly# revamped#organisation,#

the#thesis#will#draw#its#attention#to#the#AU)Knowledge)Exchange)Department#which#was#one#

of#the#sections#directly#affected#by#the#restructures.#The#of>ice’s#responsibilities#mainly#include#

overseeing#continuing#education,#career#counselling,#alumni#collaboration,#libraries,#authority#

and#business#relationships#across#all#of#Aarhus#University .#However,#the#present#paper’s#focus#7

is#on#the#department’s# function#of#governing#a#knowledge)sharing)platform)across#several#

departments.##

!For# a# better# understanding# of# the# department’s# background,# Jacob# Jensen# reveals# in# his#

interview # that# initially# the# structure#was# signi>icantly#different.#Back# in# the#days#of#Aarhus#8

School#of#Business,# he#mentioned# the# inception#of# an#Executive#department#which# included#

alumni#relations#and#executive#education#at#ASB.##

!Following#the#merger,#AU#Knowledge#Exchange#was#born#as#a#uni>ication#of#Aarhus#School#of#

Business# and# Aarhus# University’s# continuing# education# and# alumni# services,# thus# including#

ASB#Executive.#However,# the#department#has#expanded# its#area#of# functions#and# it#now#also#

includes#career#services#as#well#as# libraries,#all#of#which#are#provided#across#all#of#AU.#More#

clearly,#AU#Knowledge#Exchange#combined#efforts#from#both#parts#in#a#joint#effort.#

!The#paper’s#problem#statement#is#to#re>lect# if#the#AU#Knowledge#Exchange#Department,#also#

known#as#AU#Viden,#has#successfully# implemented#a#knowledge#sharing#platform#within# the#

overhauled# organisation# triggered# by# the# merger.# Furthermore,# the# merger# context# is#

constructed#as#mostly#the#timeframe#between#2007#and#2012,#as#this#particular#section#starts#

with# the# inception# of# knowledge# sharing# at# AU.# It’s# important# to# note# that# considering# the#

Page ! of !13 31

http://medarbejdere.au.dk/administration/viden/om-au-viden/7

Interview Jacob Jensen - Transcript pg. 28

http://medarbejdere.au.dk/administration/viden/om-au-viden/


paper’s# social# constructivism# approach,# the# understanding# of# the# term# successful# is# a#

construction#of#the#research#at#hand#and#does#not#aim#for#an#absolute#truth.##

!In#order#to#do#so,#the#study#case#will#re>lect#on#the#research#questions#introduced#in#chapter#

1.2#by#using#a#top#town#design.#Thus,#the#paper#will#introduce#main#elements#of#theory#which#

will#be#spirally#discussed#from#different#perspectives#as#illustrated#in#the#paper’s#structure.##

!3.3 FACTORS FOR CHANGE !First,#in#order#to#better#understand#the#factors#of#change,#the#analysis#will#start#by#re>lecting#

on# history# prior# to# the# merger# >inalisation.# By# analysing# the# inception# of# the# knowledge#

sharing#platform#used#by#AU#Knowledge#Exchange,# the#research#gets#a#much#more# inTdepth#

understanding#of#the#overall#process.##

!Furthermore,# in# order# to# comprehend# how# speci>ic# circumstances# along# others# in>luenced#

implementing# a# knowledge# sharing# platform# by# AU# Knowledge# Exchange,# the# paper# will#

present#scholars’s#view#on#factors#for#change#in#an#organisation.#

!The#paper’s#core#theoretical#framework#of#this#section#will#be#based#on#the#work#of#BuelensT

SindingTWaldstrøm# (2010).# According# to# “Organisational# Behaviour”# (ibid,# 2010),#

organisations# can# face# numerous# different# factors# for# change.# They# can# be# both# internal# or#

external#forces#“signalling”#the#change#as#further#discussed.#

!Organisations#worldTwide,#no#matter#the#size,#are# increasingly#using#technology#as#means#to#

improve# productivity# (BuelensTSindingTWaldstrøm# 2010:# 503).# As# technology# can# be#

described# as# one# of# the# fastest# developing# industry,# this# paper# will# comprehend# it# as# a#

powerful#external#force#of#change.#Especially#since#the#research#at#hand#focuses#on#the#topic#of#

knowledge#sharing#platforms.#

!Another#important#theory#grounded#external#factor#coming#into#play#is#represented#by#market#

changes,# organisations# being# constantly# forced# to# stay# relevant# (ibid# 2010:# 503).# More#

precisely,# when# analysing# the# case# at# hand,# the# paper#will# endeavour# to# conclude# over# the#

in>luence#of#the#merger#between#former#Aarhus#School#of#Business#and#Aarhus#University#had#

in#terms#of#knowledge#sharing#for#the#division#analysed.#

Page ! of !14 31


In#order#to#better#understand#the#developments#and#discuss#the#technological#external#factors#

for# change# as# well# as# market# changes,# the# present# paper# will# construct# a# timeline# for# AU#

Knowledge# Exchange# representing# the# knowledge# sharing# platforms# used# and# departments#

presiding#it.#The#diagram#will#represent#a#framework#ground#for#further#discussion#and#it# is#

sourced#by#both#interviews#with#Jacob#Jensen#and#Lene#Lund.#

!AU KNOWLEDGE EXCHANGE - KNOWLEDGE SHARING PLATFORM OVER TIME:

!

3.3.1 Early Stage !When#analysing#if#technological#advancements#are#one#of#the#factors#supported#by#theory#as#a#

change# trigger# in# the# case# of# present#AU#Knowledge#Exchange,# the#paper#will# endeavour# to#

compare#technological#aspects#of#the#different#solutions#used#as#knowledge#sharing#platforms#

by#AU#Knowledge#Exchange#and#former#Aarhus#School#of#Business’#Executive#department.#The#

following#section#will#also#reference#screenshots#available#as#thesis#appendixes.#In#parallel,#the#

analysis# will# also# focus# on# the# restructuring# process# and# the# impact# it# had# over# the#

organisation.#

!Jacob# Jensen,# selfTdeclared# long# time# employee# of# Aarhus# School# of# Business# and# Aarhus#

University,# helps# this# paper# create# meaning# for# the# following# analysis# from# a# user)

perspective.# Focusing# around# the# 2007# time# frame,# he# declares# the# following# when# asked#

about#using#a#knowledge#sharing#platform,#before#the#merger:#

!

Page ! of !15 31


“We had a shared folder to share files within the department (which was also

very small). The use for those tools wasn’t that great at that time. So, it was a

mix of that and our mail system and personal communication basically.” 9

!Based#on#this#insight,#the#present#paper#establishes#that#the#core#functionality#used#in#terms#of#

knowledge# sharing# in# the# inception#phase#was# in# fact# in# a# very#basic# form.#Even# if# the#user#

needs# were# met# with# the# following# three# services:# network# drive,# email# and# personal#

communications,#there#is#a#signi>icant#segmentation#as#to#how#the#user#had#to#go#about#them.#

More# speci>ically,# by# not# using# a# single# platform# to# perform# all# operations,# the# user# had#

therefore#separate#hubs#to#access#the#desired#information:#one#place#for#email#and#a#different#

one#for#>ile#sharing. #10

!Keith#Patrick#and#Fe>ie#Dotsika#(2007)#argue#in#their#article#“Knowledge#sharing:#developing#

from# within”# that# a# more# bene>icial# knowledge# sharing# environment# is# one# where# users#

“pull”)(i.e.)users)active)search)for)information),)and)not)“push”)(i.e.)broadcasting)of)information)#

(ibid#2007:#396)#for#information.#In#contrast,#a#network#drive#and#email#client#have#very#to#no#

degree#of# control# from#the#users#perspective# to#what#and#how#the#message# is# received.#The#

segmentation#of#these#three#functions#is#interpreted#by#the#paper#as#a#de>icient#illustration#of#

a# knowledge# sharing# function,# considering# the# thesis’# recently#mentioned# construction# of# a#

favourable#knowledge#sharing#environment.#Lene#Lund’s#interview#also#legitimates#the#above#

argument:#

!“(…) You had your own drive and what you put on your desktop, that was it! So

there was no approach to that!” 11

!However,# Jacob#does# justify# the# lack#of# tools# used#during# this# context#with# the# fact# that# the#

department#was#small#scaled#at#the#time.#By#doing#so,#the#analysis#can#re>lect#that#in#a#user’s#

perspective,#knowledge#sharing#is#directly#in>luenced#by#the#organisation’s#scale.#The#question#

of#how#a#department’s#restructuring#is#a#factor#for#change#rises#at#the#time.#

Page ! of !16 31

Interview Jacob Jensen - Transcript pg.29

Appendix 3 - KM Segmentation10

Interview Lene Lund - Transcript, pg. 211


Having#a#good#understanding#of#what#were#the#starting#grounds#in#terms#of#technology#used#

for#knowledge#sharing,#the#paper#analysis#will#continue#further#in#the#timeline.#

3.3.2 Sharepoint !The# next# milestone# in# terms# of# knowledge# management# strategy# and# technological#

development# is# represented# by# the# adoption# era# of# Sharepoint# within# ASB’s# Executive#

department:#

!“We did become part of a department that combined both alumni relations

and executive education for some years. And while we were working in that

context, we started using Sharepoint as a platform.” 12

!First,#it#is#important#to#re>lect#again#on#the#user’s#connection#between#the#work#group#size#and#

the# knowledge# sharing# effort.# Jacob# mentions# the# use# of# Sharepoint,# which# is# a# natively#

designed#knowledge#sharing#platform,#in#connection#with#the#department#expansion.#Needles#

to#say,#the#use#of#such#a#platform#brought#several#technological#improvements#such#as#using#a#

shared#calendar#and#being#able# to#share# information#about#resources# trough#a#wiki#page,#as#

referenced#by#both#interviews.#However,#in#order#to#justify#if#the#implementation#process#of#a#

better#technologically#native#knowledge#sharing#platform#was#grounded#by#the#department’s#

growth,#the#paper#will#turn#it’s#attention#to#Lene#Lund’s#communication:#

!“And then at some point I had a student aid who worked with Sharepoint and

I knew that we had Sharepoint in the organisation but only over in IT. (…) So the

excuse was that my department needed something and then I used it for my

project because I found it really, really hard to have a project and not have a

platform to communicate with my project team, assisting users and my

manager.”

!During# this# section# of# the# interview,# Lene# sheds# light# over# the# >irst# knowledge# sharing#

platform#implementation#factor.#The#work#group’s#growth#in#size#at#the#time#was#used#as#an#

Page ! of !17 31 Interview Jacob Jensen - Transcript, pg. 212


opportunity# for# the#department’s#project#manager# to# implement# Sharepoint.#However,# Lene#

refers#to#the#expansion#as#an#excuse)rather#than#a#factor#for#change.#More#clearly,#by#strongly#

believing#in#the#value#of# #a#knowledge#sharing#platform,#she#made#an#effort#in#order#to#justify#

towards# management# the# need# for# implementation# at# the# department# level.# Her# argument#

received##reserved#support#from#management:#“(…)#the#manager#said#“Yes,#you#can#do#it!”#but#

the#manager# didn’t# say# “You#have# to# do# this!”. # This# can# be# comprehended# as# a# bottom#up#13

development,#with#little#support#from#management.#

!By#re>lecting#on#these#aspects,# it#can#be#argued#that# the#Executive#department#restructuring#

process#functioned#as#a)super;icial)rationalisation)towards)management.#The#actual#driver#

behind# Sharepoint# implementation# was# Lene# Lund’s# intrinsic) belief) in) the) value) of) a)

knowledge)sharing)platform)and#what# it)can#bring# to#a#project.#As#previously#defenced# in#

the# paper,# Alexander# Richter# et# al.# (2012)# touched# upon# the# concept# of# “meTcentric”#

development# in# the# article# “Knowledge#management# goals# revisited”.# The# authors# describe#

this# concept# as# a# characteristic# of# social# software# (knowledge# sharing# platform)#where# the#

bottom#up#adoption#often#takes#place#avoiding#extensive#regulations#and#many#times#it#does#

not#rely#on#management#support#(ibid#2012).#

3.3.3 Confluence !Moving#even#further#down#the#timeline,#the#paper’s#analysis#will#now#focus#on#the#timeframe#

succeeding# the# merger# between# Aarhus# School# of# Business# and# Aarhus# University.# As#

previously#mentioned# in# the# thesis,# this# context# translated# into# one# of# the#most# signi>icant#

departmental# restructuring# process.# Previously# discussed# ASB# Executive# department#

governing# Sharepoint# as# a# knowledge# sharing# platform# is# now# part# of# newly# formed# and#

largerTscaled#AU#Knowledge#Exchange#department.#

!The# analysis# will# again# focus# on# a# user’s# perspective# over# the# newly# adopted# knowledge#

sharing#platform#used,#namely#Con>luence:##

!“Well, we use it within the department, the alumni team to keep track of just

who is in the office (…) Plus, also a lot of basic need to know information is

gathered there. So, you always know where to find some basic information

Page ! of !18 31 Interview Lene Lund - Transcript, pg. 313


about anything from how to get in touch with the IT Department, to

economics, different project numbers (…)” 14

!At# >irst# glance,# Jacob# describes# Con>luence# as# a# similar# platform# to# Sharepoint# in# terms# of#

everyday# functions# used,# where# the# calendar# and# basic# need# to# know# information# play# an#

important# part.# However,# from# the# user’s# perspective,# the# adoption# of# a# new# knowledge#

sharing#platform# is#again#perceived# in#direct# connection#with# the#department’s#growth#over#

new#physical#locations:#

!“Another thing is also to be able to share things, not just within the team, but

also with our colleagues especially AU Career.” 15

!Nevertheless,#when# turning# the# focus#on#Lene#Lund’s#perspective,# actual# drivers# for# change#

are#different#once#more.##

!“We had Sharepoint for quite a long time and I went on for maternity leave

and a lot of it kind of died or wasn’t updated at least for a few years. And

when I got back I could just see that it’s because it wasn’t easy!” 16

!Lene’s#statement#de>ines#her#concern#over#Sharepoint’s#lack#of#ease#of#use#as#a#negative#factor.#

AU#Knowledge#Exchange’s#project#manager# further#describe#Sharepoint’s#work#group#as#not#

being# technological# savvy,# thus# linking# this# particular# organisational# cultural# context# to# the#

platform’s#long#term#adoption#failure.##

!When#discussing#what#was#the#implementation#trigger,#Lene’s#comment#is#once#more:#“So#my#

excuse#the#second#time#around#was#that#due#to#the#organisational#change,#the#entire#area#of#

continuing#and#further#education#had#been#restructured.” # It# is#highly#relevant#to#notice#yet#17

again# the) super;icial) rationalisation) towards)management) versus) the) intrinsic) driver.#

Based#on#already#a#repetitions#of#the#same#construction,#the#present#paper#will#interpret#the#

Page ! of !19 31

Interview Jacob Jensen - Transcript, pg. 314

Interview Jacob Jensen - Transcript, pg. 4.15




“meTcentric”# intrinsic# driver# as# the# key# part# in# AU# Knowledge# Exchange’s# knowledge#

management#strategy.#

!When# looking# in# parallel# at# technological# aspects,# one# of# the# most# important# factor# of#

corporate#social#software#today#is#interpreted#by#this#paper#as#being#web#2.0.#Frank#Leistner’s#

(2010)# work# about# Mastering) Organizational) Knowledge) Flow) :) How) to) Make) Knowledge)

Sharing)Work)argues#that#web#2.0#played#an#important#part#in#changing#the#way#we#interact#

but#that#it#should#be#rather#an#addition#and#not#the#core#focus#of#knowledge#>low.#The#author#

acknowledges#web#2.0’s#ability#to#empower#the#user#to#easily#create#content#such#as#the#wiki#

pages#(ibid#2010).#This#can#be#argued#as#an#important#technological#paradigm#shift.##

!In#addition,#Alexander#Richter#and#colleagues#(2012),#in#their#article#“Knowledge#management#

goals#revisited”,#claim#that:#“Although)the)potential)of)these)applications)(web)2.0))has)not)yet)

been)thoroughly)investigated,)it)is)widely)assumed)that)they)could)improve)access)to)information,)

identity) and) network) management,) as) well) as) interaction) and) communication) within) a)

company”)(ibid#2012:#134).)#

!As# an# overall# consideration,# this# paper# legitimises# web# 2.0# as# an# important# tool# for#

productivity#in#the#knowledge#management#sector.#However,#the#comparison#between#the#two#

adopted#platforms#becomes#irrelevant#in#constructing#technological#developments#as#a#factor#

for#change#to#raise#productivity#or#stay#relevant#for#the#market.#This#is#due#to#the#fact#that#both#

native# platforms,# Sharepoint# and# Con>luence# have# the# web# 2.0# build# in# functionality.#

Furthermore,#both#platforms#are#able#to#support#the#previous#mentioned#user#needs#such#as#

shared#calendar,#need#to#know#information#and#the#like. #Thus,#Con>luence#adoption#was#not#18

sustained#by#technological#developments#(such#as#the#adoption#of#web#2.0)#versus#Sharepoint,#

but#it#was#rather#grounded#on#a#more#straightforward#ease#of#use#of#the#information#available#

as#sourced#by#Lene#Lund#and#backed#up#by#Jacob:#“ConNluence)is)really)quite)easy)to)use.)(…))it’s)

easy)to)use,)easy)to)add)things,)edit)content.” )19

!!!!

Page ! of !20 31

Appendix 4 - Confluence vs. Sharepoint18

Interview Jacob Jensen Transcript, pg. 419


3.3.4 Part Conclusion !What# were# the# factors# driving# towards# change# in# AU# Knowledge# Exchange’s# knowledge#

sharing#platform#during# the#merger?#The#paper’s#hypothesis#grounded# the#merger#between#

Aarhus# School# of# Business# and# Aarhus# University# as# the# key# context# element# driving# for#

change# in# knowledge# sharing.# However,# by# understanding# the# inception# of# the# knowledge#

sharing# platform# up# until# present# day# context,# the# analysis# constructed# a# different#

interpretation.##

!The# overall# restructuring# served# only# as# super>icial# legitimisation.# The# actual# driver#

responsible# for#constant#development# in#knowledge#sharing# is#argued#by# the#analysis#as#AU#

Knowledge# Exchange’s# project# manager,# Lene# Lund’s# intrinsic) motivation.# Furthermore,#

technological# advancements# have# only# served# as# an# opportunity# to# better# adapt# the#

knowledge#sharing#platform#to#its#target#work#group.#It#was#seen#as#a#tradeoff:#“Con>luence#is#

ef>icient#because#it’s#so#easy#to#use.#It#might#not#look#as#good#(as#Sharepoint),#but#we#can#work#

on#that#(…)#So,#again,#the#trade#off.#” #20

!3.4 IMPLEMENTATION STAGES !The# following# part# of# the# analysis# will# focus# on# the# timeline# implementation# stages# of# the#

knowledge# sharing# solutions.# In# order# to# do# so,# the# paper# will# follow# the# same# top# down#

design# study# approach# as# before# by# laying# the# theoretical# framework# >irst,# followed# by# an#

analysis#of#the#case#study#>indings.##

3.4.1 Lewin’s model for change !In# terms# of# theoretical# framework,# the# present# paper#will# centre# around# Lewin’s#model# for#

change# introduced# in# the# “Organisational# Behaviour”# (BuelensTSindingTWaldstrøm# 2010)#

book.#This#particular#model#was#developed#in#contrast#to#many#shortTterm,#quick#>ix#solutions#

adopted# by# organisations# in# the# Western# society.# According# to# BuelensTSindingTWaldstrøm#

(2010),# quickT>ix# solutions# are# not# valuable# on# the# long# term.# Hence,# there#was# a# need# for#

researchers#to#develop#a#more#effective#model#dealing#with#change.##

!

Page ! of !21 31 Interview Lene Lund - Transcript, pg.420


Lewin’s#model#is#also#based#on#a#set#of#assumptions#leading#towards#the#three#main#stages#of#

change.# The# author’s# hypothesis# is#mainly# constructed# on# the# fact# that# the# change# process#

>irstly#involves#motivation#for#change,#as#change#will#not#occur#unless#there#is#a#need#for#it.#In#

addition,#people#are#viewed#as#the#hub#of#all#organisational#change,#requiring#individual#effort.#

Lewin’s#change#model#debates#on#the#succession#of#three#consequent#stages#(BuelensTSindingT

Waldstrøm#2010:#505):##

!The#author#presents#Unfreezing#as#the#>irst#phase,#where#the#motivation#for#change#is# in#its#

initial# form.# This# step# implies# that# professionals# become# unsatis>ied# with# the# old# way# of#

functioning,#behaviour#or#attitudes,#triggering#the#need#for#change.#

!The# following#phase,#Changing# implies# that# the#organisation#will#be#organically#evolving#by#

being#exposed#to#change#such#as#new#behaviour,#attitudes#and/or#actions#usually#by#mentors,#

role#models,#experts#and#the#like.#This#is#set#as#grounds#for#the#>inal#phase#in#Lewin’s#model.#

!The# >inal# step# of# the# change# process# in# Lewin’s# model# is# described# as# Refreezing.# This#

particular#stage#implies#the#establishment#of#the#new#organisational#patterns.#The#author#also#

introduces#the#concept#of#enforcing#the#new#actions#implemented#with#additional#coaching.#

!When#turning#the#paper’s#focus#on#the#case#study#at#hand,#the#analysis#will#follow#to#discuss#

the#different#stages#of#change#taking#place#at#both#ASB#Executive#and#AU#Knowledge#Exchange#

in#regards#to#the#implementation#of#the#knowledge#sharing#solutions.#

3.4.2 Sharepoint !As# previously# re>lected# in# Chapters# 3.3.1# and# 3.3.2,# the# >irst# knowledge# sharing# solution#

implemented,#namely#Sharepoint,#was# introduced# in#order# to#overcome#the#shortcomings#of#

using# segmented# solutions# such# as# the# network# drive# and# email# client.# Furthermore,# the#

analysis# revealed# that# from# a# user# perspective# (Jacob# Jensen),# the# adoption#was# connected#

with# a# growth# in# the# department’s# scale.# Nonetheless,# in# order# to# bridge# the# case# study’s#

implementation#process#with#Lewin’s#change#model,#the#analysis#would#like#to#point#out#the#

following#aspect#discussed#by#Lene#Lund#in#the#inception#phase#of#knowledge#sharing#across#

ASB.##

!Page ! of !22 31


!“I mean the product is knowledge. And it’s like if you wanted to sell oil and you

say: “We don’t need a pipeline!” And we don’t have the pipeline for

knowledge sharing.” 21

!This#particular#statement#will#be#interpreted#by#the#paper#as#the#Unfreezing#stage#of#the#>irst#

change#process#that#took#place.#Lene#sets#the#ground#as#a#professional#who#is#unsatis>ied#with#

the# lack# of# a# knowledge# sharing# strategy.# Her# argument# is# that# the# nonTexistence# of# a#

knowledge# sharing#platform# is# an# intolerable# >law#within# the#department:# “It’s# a# black#hole#

and#I#don’t#get#it.” #22

!When#moving# towards# the# second#stage#of# implementation,# the#paper#would# like# to#discuss#

the#following:#

!“I needed something for myself. So I had to use it for myself, for my projects

and then something for my department.” 23

!During#this#phase,#the#paper#would#like#to#point#out#that#Lene#is#positioning#herself#as#a#prime)

user.#Her#need#of#a#knowledge#sharing#platform#functions#as#the#catalyst#for#implementation,#

as#also# re>lected#upon# in#chapter#3.3.4.#This#particular# construction#of# the#adoption#process#

re>lects#on#Lene’s#self#entitle#role#role#as#a#knowledge#agent.#By#doing#so,#she#acts#as#an#expert#

user#when#exposing#employees#with#the#new#knowledge#sharing#platform.#Lene#also#touches#

upon# the# concept# of# benchmarking#when# referring# to# other# industry# sectors:# “I# know#who#

works# in# consultancy# or# any# other# organisations#where# knowledge# is# the# product,# you# are#

awarded# towards# being# good# and# using# this# knowledge.”# Collaborating# Lene’s# position# as#

expert#user#with#her#re>lection#upon#benchmarking,#this#particular#stage#can#be#interpreted#as#

part#of#Lewin’s#model#for#change,#namely#the#Changing#phase.#

!Refreezing,# as# previously# introduced# in# the# present# paper,# represents# the# >inal# stage# in#

Lewin’s#model#for#change.#The#author#re>lects#on#the#signi>icant#importance#of#grounding#the#

Page ! of !23 31





new# actions# and# behaviour# brought# by# change.# For# example# this# can# be# accomplished# by#

means# of# coaching.# However,# when# going# through# the# case# at# hand,# in# the# context# of# ASB#

Executive’s#department#adoption#of#Sharepoint#neither# Jacob# Jensen#nor#Lene#Lund#refer# to##

coaching#or#a#former#introduction#to#the#platform.#Even#more,#the#analysis#can#also#re>lect#to#

skipping#this#phase#as#a#negative#impact#over#the#adoption#process:#

!“I went on for maternity leave and a lot of it kind of died or wasn’t updated at

least for a few years. And when I got back I could just see that it’s because it

wasn’t easy!” 24

!This# paragraph#was# previously# referenced# in# the# paper,# but#with# a# different# goal.# Now,# the#

analysis# would# like# to# draw# attention# upon# the# fact# that# Lene# justi>ies# the# downfall# of#

Sharepoint#use#because#of#the#platform’s#already#builtTin#ease#of#use#or#rather#lack#thereof.##

!However,#when#considering#that#there#was#no#coaching#or#former#introduction#to#the#platform,#

the#present#paper#re>lects#that#could#have#been#the#source#of#a#signi>icantly#different#outcome.#

Thus,#only# justifying# the#builtTin#ease#of#use#when#skipping# the#Refreezing# phase,#does#not#

qualify#for#a#valid#construction.##

3.4.3 Confluence !Following# the# same# construction,# the# thesis# will# now# endeavour# to# get# an# insight# into# the#

implementation#process#of#the#current#platform,#Con>luence.#

!The#previous#communication#by#Lene#Lund#regarding#Sharepoint’s#ease#of#use#(or#rather#lack#

thereof)# is#again#disclosed#by#the#paper#as# the#starting#stage# in# the#change#process# towards#

implementing#Con>luence.#Lene’s#empathy#with#the#user#is#directly#supported#by#the#fact#that#

she#herself# is# the# >irst# adopting#user.# Therefore,# the#dissatisfaction# linked#with# Sharepoint’s#

interface#served#as#a#trigger#for#change,#signalling#the#Unfreezing#stage#of#the#process.#Jacob#

also#discusses#the#ease#of#use#of#Con>luence#when#comparing#it#with#Sharepoint,#but#does#not#

argue#a#dissatisfaction#with#Sharepoint#at#the#time#it#was#used.#

!

Page ! of !24 31 Interview Lene Lund - Transcript, pg. 424


Moving#towards#the#second#stage#of#the#implementation#process,#Lene#acts#yet#again#as#expert#

user,# # being# once# more# the# one# pioneering# the# new# knowledge# sharing# platform.# She#

acknowledges# the# this# fact#by# communicating# the# response# she#got# from# the# IT#department#

when#she#requested#the#implementation:#

!“Ok, you can be a test pilot department on the Business Side.” 25

!The#paper#constructs#again#this#stage#of#the#change#process#as#the#equivalent#of#the#Changing#

step#de>ined#by#Lewin’s#model.#It’s#important#to#further#support#that#Lene#Lund’s#effort#trigger#

the# process# of# change# both# times,# exposing# the# speci>ic# departments# involved# to# new#

behaviour#and#actions.##

!However,# that# is#not# the#only#process#reoccurring.#When#analysing#the#refreezing# stage,# the#

implementation#action#has#yet#again#to#provide#the#users#with#any#form#of#coaching#in#order#to#

reinforced#the#newly#adopted#knowledge#sharing#platform.#Furthermore,#Jacob#Jensen,#from#a#

user#perspective#supports#this#claim#by#manifesting#the#need#for#such#a#stage:#

! “I think we could all benefit from maybe a short course at some point in time

to find out about some of the more advanced features.” 26

!However,# Lene# does# provide# the# research# with# a# strong# argument# for# why# there# is# no#

Con>luence#dedicated#support:#“It’s#just#a#very#very#loose#structure,#bottom#up#process#(…)# #I#

don’t#have#any#resources#allocated”. #The#lack#of#managerial#support#is#argued#by#the#present#27

paper#as#a#>law#in#the#overall#implementation#process#by#hampering#the#refreezing#stage.#

3.4.4 Part Conclusion !The#purpose#of#this#part#of#the#analysis#was#to#guide#the#reader#through#the#different#stages#of#

change#in#the#knowledge#sharing#platform#implementation#by#ASB#Executive#and#currently#AU#

Knowledge#Exchange.#By#doing#so,#the#paper#re>lected#that#most#parts#of#the#change#process#

Page ! of !25 31



Interview Lene Lund -Transcript, pg. 527


that#took#place#were#connected#with#Lewin’s#three#stage#model#for#change#in#an#organisational#

setting.##

!However,# as# a# practical# consideration,# the# paper# will# draw# the# department’s# management#

attention#upon#the#negative#consequences#of#not#reenforcing#the#new#behaviours#introduced.#

The#process#of# adopting# a#knowledge# sharing#platform#across#departments# can#prove# to#be#

>lawed#when#the#user#implementation#begins#and#ends#with#the#user’s#own#ability#to#navigate#

the#system#without#any#grounded#guidance#and#support.#

!3.5 FUTURE DEVELOPMENTS !When# re>lecting# upon# Jacob# Jensen’s# interview# and# his# view# regarding# Con>luence,# the#

following# communication# drives# the# paper’s# attention# in# terms# of# the# platform’s# future#

developments:#

!“Well, one thing would definitely be to enhance some of the mobile options so

we could benefit more from Confluence also on our iPads and mobile

phones.” 28

!The#user’s#need#of#consuming#and#creating#media#on#a#mobile#platform#is#also#supported#by#a#

general# study# from#monetate.com,)noting# that#mobile# use# accounts# as# of#Q4#2013# for#more#

than# 26%# of# websites# visits # (present# platform# Con>luence# is# web# based# thus# it# >its# the#29

criteria).# The# present# paper# re>lects# at# improving# Con>luence’s#mobile# use# as# a#meaningful#

improvement,#considering#the#present#market#context.#

!Another# aspect# that# could# possibly# represent# a# sector# for# improvement# is# the# lack# of#

integration#of#a#proper# >ile#sharing#system#within#Con>luence.#Current#Con>luence#users#still#

have# to# resort# to# different# solutions# in# order# to# achieve# >ile# sharing,# as# referenced#by# Jacob#

Jensen:#

!!

Page ! of !26 31


Appendix 5 - Mobile and Table Internet Use29

http://monetate.com


!“One thing, it’s not our file sharing platform. We do share some files on

Confluence, but that’s not what’s the main purpose.” 30

!The#papers#hypothesis# is# that# integrating#a# >ile# sharing#solution#within# the#same#hub#as# the#

knowledge# sharing# platform# would# bring# a# further# boost# in# productivity# by# completely#

eliminating#segmentation#.#

!However,# both# these# suggestion# for# further# developments# are# directly# tied# to# managerial#

support,# or# rather# lack# thereof.# In# order# to# apply# future# developments# to# the# knowledge#

sharing# platform,# it# is# both# this# paper’s# view# and# Lene# Lund’s# interpretation# that# AU#

Knowledge#Exchange#would#require#a#higher#allocation#of#resources.#

!Chapter 4: Reflections !During# the# analysis,# the# paper’s# problem# statement# has# proven# to# be# a# multi# dimensional#

topic.#The#research#has#focused#on#the#timeframe#between#2007#T#2012#in#order#to#follow#the##

knowledge#sharing#platform#implementation#from#its#incipient#phase#and#has#generated#social#

constructionism#knowledge#from#multiple#perspectives.#The#paper#used#re>lections#from#four#

different#angles:# interviews#of#Jacob#Jensen#and#Lene#Lund,#the#researcher’s#perspective#and#

brief#empirical#data.#All#of#these#served#the#purpose#of#getting#a#better#understanding#of#the#

phenomena#at#hand.#

!When# addressing# the# research# questions,# the# present# paper# used# a# top# down# approach# to#

research#design.#Theory#was#outlined#>irst,#followed#by#analytical#>indings.#

!Considering#the#analysis#interpretations,#the#following#section#will#also#brie>ly#discuss#some#of#

the#papers#>indings#in#regards#to#theory.#

!When# analysing# factors# for# change,# the# paper# started# with# a# theoretical# hypothesis# that# a#

restructuring# process# has# a# great# impact# over# the# organisations# dynamics.# However,# the#

analysis#revealed#that#in#this#particular#case,#the#restructuring#process#aid#only#as#super;icial)

legitimation,) while# the# actual# driver# for# change# was# Lene# Lund’s# intrinsic) value) for)

Page ! of !27 31 Interview Jacob Jensen - Transcript, pg. 430


knowledge) sharing.# Although# the# paper# does# not# provide# an# absolute) truth# due# to# its#

construction,# it# does# however# raise# the# interest# for# future# analysis# and# challenge# of# the#

theoretical# framework# provided# by# “Organisational# Behaviour”# (BuelensTSindingTWaldstrøm#

2010).##

!Another# interesting# aspect# that# can# be# brought# up# for# further# research# is# the# dimension# of#

technological#developments.#The# theoretical# framework#provided# this# factor# as# a# trigger# for#

change# in# order# for# an# organisation# to# stay# relevant# to# the#market# or# increase# productivity#

(BuelensTSindingTWaldstrøm#2010).#However,#the#paper’s#analysis#can#argue#for#technological#

developments#as#a#factor#for#better)assisting)users)needs.#Con>luence#is#now#used#within#AU#

Knowledge#Exchange#not#because#it#helps#the#organisation#to#stay#relevant#for#the#new#context#

or#because#it#offers#enhanced#features#over#Sharepoint,#but#because#the#speci>ic#work#group#

had#an#easier#time#>iguring#out#its#usability#unassisted.##

!Nonetheless,# the# case# analysed# can# be# used# as# support# for# Lewin’s#model# for# change# (ibid#

2010),# as# the# paper# could# link# step# by# step# the# organisational# change# process# with# the#

theoretical#framework.#

!Conclusion !Overall,#with#a#holistic#view#over#all#the#facts#presented#in#the#paper,#the#following#section#will#

re>lect#on#answering#the#general#problem#statement.#

!Has)AU)Knowledge)Exchange)implemented)a)successful)knowledge)sharing)platform)considering)

the)circumstances)of)the)merger)between)Aarhus)University)and)Aarhus)School)of)Business?)

!In#order#to#answer#the#thesis’#main#question,#it#is#important#for#the#conclusion#to#generate#an#

interpretation#of#success.#Considering#previous#references#in#the#paper,#knowledge#sharing#is#

de>ined# as# a# function# of# the# overarching# knowledge# management# strategy.# Therefore,#

knowledge# sharing# serves# the# purpose# of# increasing# productivity# based# on# information#

exchange# within# an# organisation.# Thus,# the# present# paper# will# interpret# a# successful#

knowledge#sharing#platform#as#one#that#ful>ils#the#user#needs#in#term#of#everyday#information#

sharing.##

!Page ! of !28 31


The# thesis# will# not# measure# that# overall# result# with# an# empirical# research,# as# it# is# not#

constructed#within# such# a# paradigm,# but# it# will# rather# interpret# Jacob# Jensen’s# response# in#

regards#to#the#current#knowledge#sharing#platform,#Con>luence.#The#following#communication#

of#the#subject#is#highly#relevant#in#terms#of#constructing#a#conclusion:#

!“Confluence is really quite easy to use(…) Everyone can find out how to create

a page, edit the content on the page and share information there.”

!Triangulating#the#paper’s#interpretation#of#a#successful#knowledge#sharing#platform,#the#user’s#

perspective#and#the#history#of#different#knowledge#sharing#solutions#used,#an#overall#succinct#

re>lection# is# that# AU# Knowledge# Exchange# accomplished# its# job# successfully.# However,# the#

paper# analysis# did# also# reveal# weaknesses# mainly# associated# with# a# restricted# managerial#

support,#such#as#the#lack#of#resources#allocated.#This#needs#to#be#brought#up#to#attention,#as#it#

can#be#a#driver#for#the#undesirable#downfall#of#the#platform.#

!The#paper#would# like#to#point#out#once#more#that#due#to# its#social#constructivism#approach,#

this#represent#only#one#interpretation#of#the#social#phenomenons#analysed#and#thus#not#aim#to#

provide#the#reader#with#an#absolute#truth#over#the#question#at#hand.#Any#other#interpretation#

of#the#same#construction#can#be#de>ined#just#as#valid.!

!!!!!!!!!!!!!!

Page ! of !29 31


!Bibliography !BuelensTSindingTWaldstrøm.#(2010).#Organisational#Behaviour#(Fourth#ed.):#McGrawTHill#

Education#(UK)#Ltd.#

!Burr,#V.#(2001).#An#Introduction#to#Social#Constructionism.#London:#Routledge.#

!Dotsika,#K.#&#Patrick,#K.#(2007).#Knowledge#sharing:#developing#from#within.#The#Learning#

Organization,#14(5).##

!Greenhalgh,#T.#(2010).#What#Is#This#Knowledge#That#We#Seek#To#"Exchange"?#The#Milbank#

Quarterly,#88(4),#492T499.##

!Holloway,#C.#&#Daymon.,#I.#(2005).#Qualitative#Research#Methods#in#Public#Relations#and#

Marketing#Communications#(1#ed.):#Taylor#and#Francis.#

!Leistner,#F.#(2010).#Mastering#Organizational#Knowledge#Flow:#How#to#Make#Knowledge#

Sharing#Work:#Wiley.#

!Richter,#A.,#Stocker,#A.,#Muller,#S.#&#Avram,#G.#(2012).#Knowledge#management#goals#revisited.#

Emerald#Insight#Staff.#

!Smith,#P.#(2005).#Knowledge#Sharing.#Emerald#Insight#Staff,#12,#61.##

!Ward,#V.#(2011).#Exploring#knowledge#exchange:#A#useful#framework#for#practice#and#policy.#

Social#Science#&#Medicine,#74(3),#297.#

!Welbourne,#M.#(2001).#Knowledge:#Acumen#Publishing#Limited.#

!Wong,#K.#Y.#(2005).#Critical#success#factors#for#implementing#knowledge#management#in#small#

and#medium#enterprises.#Emerald#Insight#Staff,#93.##

!!!

Page ! of !30 31


!Appendix !Appendix#1#T#AU#Facts#

Appendix#2#T#AU#Organisational#Diagram#

Appendix#3#T#Knowledge#Management#Segmentation#

Appendix#4#T#Con>luence#vs.#Sharepoint#

Appendix#5#T#Mobile#and#Tablet#Internet#Use#

Appendix#6#T#Interview#Guide#Jacob#Jensen#

Appendix#7#T#Interview#Jacob#Jensen#T#Transcript#

Appendix#7#T#Interview#Guide#Lene#Lund#

Appendix#8#T#Interview#Lene#Lund#T#Transcript#

Page ! of !31 31

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