Reponses Unit

Reponses Unit





In addressing the merger of e-learning and organizational knowledgemanagement, the author raises important issues. The issues are rathertechnical rather than relational. However, the makes note of thechallenges that can affect this merger. Other challenges have alsobeen highlighted by several researchers. Nonaka and Krogh (2011) notethat there are no definite patterns in the interaction between tacitand explicit knowledge as exemplified by externalization andinternalization phases. One the other hand, Zheng, Yang and McLean(2010) indicate that the processes in KM in light of e-learningadopted are highly depending of organizational culture, structure,strategy, and organizational effectiveness thereby affecting theinteraction with e-learning. In developing countries, technology mayalso play a great role in how merge KM and e-learning because of theavailability of technology infrastructure (Maldonado, Khan, Moon &ampRho, 2011). All in all, the response addresses important areas in KMbut ignores the above mentioned factors which may affect thee-leaning and KM interact in context.


Maldonado, P., G.Khan, J. Moon &amp J. Rho. (2011). E-learning motivation andeducational

portal acceptancein developing countries. Online Information Review 35(1):66-85.

Nonaka, I.(2009).Tacit knowledge and knowledge conversion: controversy andadvancement in

organizationalknowledge creation theory. Organization Science 20(3):635-652.

Zheng, Yang andMcLean (2010). Linking organizational culture, structure, strategy,and

organizational effectiveness: Mediating role of knowledge management.Journal of Business Research 63 (2010) 763–771.


Mergers andacquisitions present with them new opportunities and challenges. Inlight of KM, the author aptly notes that M&ampAs can mean life ordeath of the new entity formed. Given that KM is highly dependent onsocialization as mentioned above (8q1ra), HR practices that drivesocialization should be given priority. Laksham (2011) indicates thatsocialization of employees in case of M&ampAs should be emphasizedto ensure smooth transition and avoid sabotage and blackmail amongother vices. Although the author emphasizes on the free flow ofinformation across the merging entities, Makri, Hitt and Lane (2010)lay emphasis on matching knowledge and scientific technology beforeany M&ampA decisions are made. Sarala and Vaara also caution firmsagainst social conflict and cultural differences in internationalM&ampAs. In addition to these issues, the author implicitly makes itclear that there is no standard approach to managing KM in mergersand acquisition as business environment determines the strategyapplied.


Lakshman, C. (2011).Postacquisition cultural integration in mergers &amp acquisitions: A

knowledge‐basedapproach. Human Resource Management 50(5): 605-623.

Makri, M., M. Hitt&amp P. Lane. (2010). Complementary technologies, knowledgerelatedness,

and invention outcomes in high technology mergers and acquisitions.Strat. Mgmt. J. 31(2)602–628.

Sarala, R. M. &ampE. Vaara (2010). Cultural differences, convergence, and crossvergenceas

explanations of knowledge transfer in international acquisitions.Journal of International business studies 41(8): 1365-1390.