Knowledge sharing in the introduction of a new technology : psychological contracts, subculture interactions and non-codified knowledge in CRM systems

This longitudinal comparative study using a multidisciplinary approach, applies a processual analysis (Pettigrew, 1985; Pettigrew, 1990; Pettigrew, 1997) from a knowledge sharing perspective, to the implementation of what the literature shows to be a relatively underresearched area of Customer Relationship Management (CRM) systems in contemporary (2001-2004) situations within Birmingham City Council and IBM. A specific focus is given to areas neglected in previous CRM studies sub-cultures, psychological contracts, how tacit/non-codified knowledge is surfaced and shared, and with what effects on implementation. It investigates how the system stakeholders and the information system (IS) itself evolved through encountering barriers, sharing knowledge, finding new uses and inventing workarounds. A rich picture emerges of how sub-cultural silos of knowledge linked with psychological contracts and power-based relationships influence and inhibit adoption and acceptance of the CRM system. A major contribution of this processual study is to focus on the relatively neglected 'R' in CRM systems implementations. Hitherto, there has been little attempt to analyse the micro elements in the implementation of CRM systems using the lens of a multidisciplinary approach in a longitudinal study. The investigation of knowledge sharing (in particular non-codified knowledge sharing) across the key sub-cultures in the implementation process of CRM systems remains understudied. Scholars such as Lawrence and Lorch (1967), Boland and Tenkasi (1996), Newell et al. (2002) and Iansiti (1993) write of 'knowing of what. others know', 'mutual perspective taking', 'shared mental space' and 'Tshaped skills', as aids to tacit /non-codified knowledge sharing. However, they do not address fully the micro processes that lead to the above. This research aims to fill this knowledge gap, by investigating the micro elements (including in our study the psychological contracts) that lead to 'mutual perspective taking', enabling tacit/noncodified knowledge sharing across the key sub-cultures and their impacts on the adaptation and acceptance of a CRM system.