Getting Knowledge Management Right: Lessons from Failure

Ivy Chan; Patrick Y.K. Chau

doi:10.4018/978-1-59904-933-5.ch167

Getting Knowledge Management Right: Lessons from Failure

Ivy Chan, Patrick Y.K. Chau

Research output: Chapter in Book/Conference proceeding › Book Chapter › peer-review

2 Citations (Scopus)

Abstract

Knowledge is increasingly recognized to provide a foundation for creating core competences and competitive advantages for organizations, making effective knowledge management (KM) crucial and significant. Despite evolving perspectives and rigorous endeavors to embrace KM intentions in business agendas, organizations cannot always realize expected benefits and improve their performances. This paper reports a case study of an organization in Hong Kong that shares typical characteristics with other organizations with strong awareness and expectations of KM, yet experienced failure of its program in two years. Our findings showed that KM activities carried out in the organization were fragmented and not supported by members. Based on this failure case, four lessons learned are identified for improving KM performance.

Original language	English
Title of host publication	Knowledge Management
Subtitle of host publication	Concepts, Methodologies, Tools, and Applications
Publisher	IGI Global
Pages	2021-2035
Number of pages	15
ISBN (Electronic)	9781599049342
ISBN (Print)	9781599049342
DOIs	https://doi.org/10.4018/978-1-59904-933-5.ch167
Publication status	Published - 1 Jan 2007

ASJC Scopus subject areas

General Economics,Econometrics and Finance
General Business,Management and Accounting
General Arts and Humanities
General Social Sciences

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abstract = "Knowledge is increasingly recognized to provide a foundation for creating core competences and competitive advantages for organizations, making effective knowledge management (KM) crucial and significant. Despite evolving perspectives and rigorous endeavors to embrace KM intentions in business agendas, organizations cannot always realize expected benefits and improve their performances. This paper reports a case study of an organization in Hong Kong that shares typical characteristics with other organizations with strong awareness and expectations of KM, yet experienced failure of its program in two years. Our findings showed that KM activities carried out in the organization were fragmented and not supported by members. Based on this failure case, four lessons learned are identified for improving KM performance.",

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AB - Knowledge is increasingly recognized to provide a foundation for creating core competences and competitive advantages for organizations, making effective knowledge management (KM) crucial and significant. Despite evolving perspectives and rigorous endeavors to embrace KM intentions in business agendas, organizations cannot always realize expected benefits and improve their performances. This paper reports a case study of an organization in Hong Kong that shares typical characteristics with other organizations with strong awareness and expectations of KM, yet experienced failure of its program in two years. Our findings showed that KM activities carried out in the organization were fragmented and not supported by members. Based on this failure case, four lessons learned are identified for improving KM performance.

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ER -

Getting Knowledge Management Right: Lessons from Failure

Abstract

ASJC Scopus subject areas

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