Drivers of Knowledge Management Systems in Multinationals A Case Study of Wärtsilä Oy

Abstract

This thesis investigates the drivers for an effective Knowledge Management System (KMS) in multinational enterprises (MNEs), with a case study on Wärtsilä Oy. The literature review studies the central components of KMS, knowledge, people, processes and technology. The interaction of these elements within the organisations is explored through, among others, conceptual knowledge cycle, Relational Models Theory, learning preferences and cultural dimensions, gaining insights for effective knowledge management facilitation. The key KMS drivers were identified in the study, such as organisational culture, leadership, community of practice, learning preferences, incentives, communication and training. In the Wärtsilä case study investigation, quantitative and qualitative data were collected from 187 employees through a mixed-method questionnaire based on the proposed KMS drivers’ model. The analysis revealed a collaborative, egalitarian and innovation-oriented organisational culture with high potential for knowledge sharing. However, the complex KMS and department silos hindered the effectiveness of the knowledge management flow. To overcome that, recommendations were provided to transform Wärtsilä toward a Capability-based KMS, implementing communities of practice, cross-departmental collaboration and artificial intelligence-enhanced knowledge search and dissemination. Leveraging these drivers would enhance continuous learning and innovation, supporting the Wärtsilä organisational knowledge competitive advantage in the dynamic marine and energy sector. Future research could further assess and complete the KMS drivers’ model with a longitudinal study and through its application to different MNEs. Also, a study concerning remote working practice and its influence on KMS and knowledge sharing within organisations would provide relevant insight into the present and future KMS evolution needs.