Posted by Pearl on December 11, 2002 at 05:19:07:

In Reply to: Asking the impossible posted by Lauri Gröhn on December 11, 2002 at 01:54:22:

Case studies are not a way to mislead readers. They reflect the "health" of the organisation, how it functions, its culture, practices. For example, Newell used the Ebank case study about why KM initiative failed. Ebank implemented an intranet technology to facilitate knowledge sharing accross all divisions (globally decentralized). Using the intranet technology at Ebank failed due to many reasons.

As students we were asked to analyse the case at Ebank and to come up with knowledge management stategies that encourage knowledge sharing in a globally dispersed organisation (but avoiding to "re-invent the wheel"); come up with a plan to manage the fluctuating supply and demand of information; and an implementation strategy and action plan.

I don't think using this case study was a way to mislead readers. As students we are in a learning process and when we go out there to work in organisations, these might be some of the things we will come accross, not exactly but similar. Case studies to me are like systems dynamics. Being able to analyse a case its a skill according to my point of view. My arguement does not try to defend Newell's book. There a whole lot of other books that are good as well. What Peter was saying is that, can the book be used as an introductory for post-graduates? Somehow, the answer to his question is a way of reviewing the book. This implies that is the book pitched at a post-graduate level or undergraduate?

Maybe on that note you can give Peter some advice.

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• Case studies should not be used as benchmarks Lauri Gröhn 06:21:33 12/11/02 (0)

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