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Emerging issues form knowledge management in financial institutions
Linnaeus University, Faculty of Business, Economics and Design, Linnaeus School of Business and Economics.
Linnaeus University, Faculty of Business, Economics and Design, Linnaeus School of Business and Economics.
Linnaeus University, Faculty of Business, Economics and Design, Linnaeus School of Business and Economics.
2010 (English)Independent thesis Advanced level (degree of Master (One Year)), 15 credits / 22,5 HE creditsStudent thesis
Abstract [en]

This paper presents the results from a research study conducted at five local banks operating in the Swedish province of Smoland. During this research 26 interviews with bank managers and employees have been conducted. This qualitative study has been done in order to raise the understanding of how knowledge management functions in financial institutions. The idea behind the research emerged from the researchers’ own interest in the financial sector and the increased media reporting as of the financial crisis. The research process began with a pilot study of one financial actor in the city of Växjö, Sweden. In order to raise the trustworthiness of the pilot study, this research was expanded to a broader range of financial institutions. This broader study indicates that financial institutions can be seen as dynamic organizations and that employees seem to accept change as a part of the organizations’ way of working. The last decade’s progress towards an information society has also enhanced the usage of computer-based learning and this way of shaping knowledge has decreased the usage of networks which is viewed as an important component for knowledge sharing. Networks complement employees’ own limitations and can be used as a way to learn new things with the assistance of others. In the same time the findings indicate that financial institutions tend to move towards a more decentralized way of operating even if the increased level of decentralization creates risks when it comes to shaping joined visions, strategies as well as general organizational goals. This decentralization makes it harder to view the bigger picture at the same time as it simplifies for local actors to adjust according to their customers’ needs.

Place, publisher, year, edition, pages
2010. , 76 p.
Keyword [en]
Knowledge management; Financial institutions; Dynamic organizations; Learning organizations; Networking; Leadership
National Category
Business Administration
Identifiers
URN: urn:nbn:se:lnu:diva-5987OAI: oai:DiVA.org:lnu-5987DiVA: diva2:323227
Subject / course
Business Administration - Other
Uppsok
Social and Behavioural Science, Law
Supervisors
Examiners
Available from: 2010-06-29 Created: 2010-06-09 Last updated: 2016-02-22Bibliographically approved

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CiteExportLink to record
Permanent link

Direct link
Cite
Citation style
  • apa
  • harvard1
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf