Effectively implementing knowledge management strategy through structure and support

Abstract

There is a growing interest in corporate structure and knowledge management. JPMorgan’s hard-charging chief executive, Jamie Dimon, has been quietly telling senior managers that he expects the mega-bank’s rank and file to be in their seats at the office 5 days a week. While Goldman Sachs, demanded well over a year ago that everyone return to its offices in downtown Manhattan 5 days a week. This comes in the recent wake of layoffs at the investment bank. Thus, effective implementations of cultural adaptation, and change, are a result of the organization’s knowledge management strategy and how they manage remote work. However, this is not the case due to the current status of remote work, the mystery of inertia often sets in, and many organizations go awry. There are unanswered questions regarding the lack of alignment of the corporate structure with the knowledge management strategy and these questions have caused initiatives to stop organizational knowledge to be effectively managed. We propose that an effective alignment between the corporate structure and the knowledge management strategy needs to be a direct connection between the upper echelon of the organization and its stakeholders. A vibrant corporate structure includes all the departments of the organization to effectively serve the objectives of the knowledge management strategy. The structure of this article will address how organizations can ensure that there is an alignment between the corporate structure and the knowledge management strategy. These findings come from our interviews with 81 senior managers in Australia and the UAE.