Date of Award

Spring 5-10-2013

Document Type


Degree Name

Doctor of Science in Information Systems


Business and Information Systems

First Advisor

Amit Deokar

Second Advisor

Josh Stroschein

Third Advisor

Surendra Sarnikar


In today’s knowledge economy, organizations are seeking to build upon their understanding of how knowledge management and business process managements systems can be aligned in order to support their knowledge-intensive business processes (KIBP). With knowledge serving as a key component for KIBP (which represents core processes for the organization), it is essential for organizations to understand how their knowledge management initiatives impact this category of processes. As part of knowledge management, the activities of knowledge creation lead to the development of new knowledge in the organization which is then used by the knowledge workers. Since knowledge serves as an essential part for KIBP, organizations need to understand their knowledge creation abilities and how knowledge creation occurs within the context of KIBP. This study utilized a grounded theory approach across three organizations representing different industries in order to develop a theoretical framework defining the interactions between the main categories of organizational controls, technological resources, time, KIBP Task Engagement, KIBP Task Perspective, and KIBP Task Reasoning. These categories become interconnected to make up the core category of KIBP social competencies which indicates how knowledge creation occurs in the context of KIBP. The findings of the study argue for the conceptualization of a social competency theory of knowledge creation in the context of KIBP and provide empirical evidence of key aspects of these components.