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"Kilpatrick, Bill"
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One company – two outcomes
To learn to avoid pitfalls there is need to accept and understand failures. This anonymous case study aims to report a major organisational failure due to the absence of effective knowledge management, where both the reasons for, and organisational consequences of, the failure are fairly clear. Within a theoretical framework of organisational autopoiesis, the case study compares knowledge management styles from two eras in the history of one engineering project management company: as it grew from an acquired site with a single project to a multi-divisional leader in its regional market, and then as it failed in its original line of business to the point where it divested most of its assets. In the first era, the executive and line managers were permissive, allowing project teams to work out local solutions for business problems as they arose producing successful and profitable solutions. The decline began and accelerated when management strengthened hierarchical command and control that stifled knowledge sharing and solution development at the work face and exceeded line managers' limits of rationality. This study has the limitations of any historical study of a single case, exacerbated by a need to maintain the anonymity of the surviving company. Few studies so clearly highlight the critical importance of personal knowledge and its sharing in knowledge intensive organisations for maintaining successful operations. Success may have many parents, but in this case the internal comparisons identify specific factors that caused a successful organisation to disintegrate.
Journal Article
One company - two outcomes
Purpose - To learn to avoid pitfalls there is need to accept and understand failures. This anonymous case study aims to report a major organisational failure due to the absence of effective knowledge management, where both the reasons for, and organisational consequences of, the failure are fairly clear.Design methodology approach - Within a theoretical framework of organisational autopoiesis, the case study compares knowledge management styles from two eras in the history of one engineering project management company: as it grew from an acquired site with a single project to a multi-divisional leader in its regional market, and then as it failed in its original line of business to the point where it divested most of its assets.Findings - In the first era, the executive and line managers were permissive, allowing project teams to work out local solutions for business problems as they arose producing successful and profitable solutions. The decline began and accelerated when management strengthened hierarchical command and control that stifled knowledge sharing and solution development at the work face and exceeded line managers' limits of rationality.Research limitations implications - This study has the limitations of any historical study of a single case, exacerbated by a need to maintain the anonymity of the surviving company.Originality value - Few studies so clearly highlight the critical importance of personal knowledge and its sharing in knowledge intensive organisations for maintaining successful operations. Success may have many parents, but in this case the internal comparisons identify specific factors that caused a successful organisation to disintegrate.
Journal Article
Guest Opinion: A plea for political pragmatism, smoke-filled rooms
The sorry truth is that intelligent sifting of candidate qualifications and positions is not a prerequisite of the voting franchise. [...] H.L. Mencken's boobus americanus goes to the polls blinded by prejudice and rhetorical smog.
Newspaper Article
One company two outcomes
Purpose To learn to avoid pitfalls there is need to accept and understand failures. This anonymous case study aims to report a major organisational failure due to the absence of effective knowledge management, where both the reasons for, and organisational consequences of, the failure are fairly clear. Designmethodologyapproach Within a theoretical framework of organisational autopoiesis, the case study compares knowledge management styles from two eras in the history of one engineering project management company as it grew from an acquired site with a single project to a multidivisional leader in its regional market, and then as it failed in its original line of business to the point where it divested most of its assets. Findings In the first era, the executive and line managers were permissive, allowing project teams to work out local solutions for business problems as they arose producing successful and profitable solutions. The decline began and accelerated when management strengthened hierarchical command and control that stifled knowledge sharing and solution development at the work face and exceeded line managers' limits of rationality. Research limitationsimplications This study has the limitations of any historical study of a single case, exacerbated by a need to maintain the anonymity of the surviving company. Originalityvalue Few studies so clearly highlight the critical importance of personal knowledge and its sharing in knowledge intensive organisations for maintaining successful operations. Success may have many parents, but in this case the internal comparisons identify specific factors that caused a successful organisation to disintegrate.
Report
Jonathan Chevreau's tax revolt
I am in complete agreement with [Jonathan Chevreau]'s article; in fact, it mirrors my position 100%. Of course, my situation is even worse, as I live in Quebec.
Newspaper Article
Jonathan Chevreau's tax revolt
I am in complete agreement with [Jonathan Chevreau]'s article; in fact, it mirrors my position 100%. Of course, my situation is even worse, as I live in Quebec.
Newspaper Article
The First Brush With Death
At the northeast corner of Buell Lane and Church Street in East Hampton, right across from what I, think was a Catholic church, there used to be a vacant lot.
Newspaper Article
A Place Where Kids Used to Be Kids
Whatever became of the porch? Any suburban anthill emphasizes faults in contemporary homebuilding, but to me the most glaring is the absence of porches. I can only assume that today's architects and builders had no childhood.
Newspaper Article