Knowledge management gap: Determined initiatives, unsuccessful results

Ivy Chan; Partrick Y.K. Chau

doi:10.4018/978-1-59904-261-9.ch019

Knowledge management gap: Determined initiatives, unsuccessful results

Ivy Chan, Partrick Y.K. Chau

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

4 Citations (Scopus)

Abstract

Knowledge increasingly is 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, it is found that organizations always cannot realize expected benefits and improve their performances. This study reports a case study of an organization in Hong Kong that shares the typical characteristics of other organizations with strong awareness and expectation 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 in Modern Organizations
Publisher	IGI Global
Pages	354-370
Number of pages	17
ISBN (Print)	9781599042619
DOIs	https://doi.org/10.4018/978-1-59904-261-9.ch019
Publication status	Published - 2006
Externally published	Yes

ASJC Scopus subject areas

General Business,Management and Accounting
General Social Sciences

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10.4018/978-1-59904-261-9.ch019

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AB - Knowledge increasingly is 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, it is found that organizations always cannot realize expected benefits and improve their performances. This study reports a case study of an organization in Hong Kong that shares the typical characteristics of other organizations with strong awareness and expectation 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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BT - Knowledge Management in Modern Organizations

PB - IGI Global

ER -

Knowledge management gap: Determined initiatives, unsuccessful results

Abstract

ASJC Scopus subject areas

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