This paper discusses some of the difficulties and challenges that an infor-rnmation technology (IT) firm in a developing country faces in its attempt to become a global player. In 1999, the firm KnowICT embarked on a strategic project called Knowledge Management (KM), whose main purpose was to unify and integrate knowledge that resided in the various organizational business units into one strategic knowledge infrastructure. By combining the knowledge resources dispersed in the various organizational business units, KnowICT managers hoped that KnowICT could be transformed into a leading global IT consultancy firm, rather than be seen just as a provider of routine outsourcing jobs. Although at a basic operational level the KM project has been deemed a success, the attempt to combine the knowledge resources from the various organizational business units proved more difficult than anticipated. We use postcolonial theory to explain the difficulties andrnchallenges that KnowICT faces. Postcolonial theory draws attention to issues of power, ownership, control, and identity. We suggest postcolonial theory can meaningfully enhance our understanding of the development and use of information and communication technologies in developing countries.
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