Why km initiatives fail

Answers to the most commonly asked questions here. To read the full version of this content please select one of the options below:. Other access options You may be able to access this content by logging in via your Emerald profile. Rent this content from DeepDyve. Rent from DeepDyve. What management group doesn't want to save money? This may not be the toughest nut to crack. Sometimes a reward system is in place that actually discourages people from sharing their knowledge.

Maybe rewards are not given in a consistent manner or there is no written procedure on using the reward system. Another problem is ineffective communication of the KM plan and the steps for implementation. Everyone may be ready to go but nobody knows where to start. A third problem is the fear that if a mistake is made using the new KM system it will be grounds for disciplinary action. This is a somewhat harsh view of the consequences of things that happen during training and early use, but it has happened when management wants someone to blame for an issue.

In each of these cases it is encumbant upon management to plan well and continue to oversee the process of adoption. Is a cultural issue? Or much more? I believe the reason why knowledge management initiatives fail are varied and it stems from the key indicators listed below. The organization must view knowledge management more than just a function of the call center or a cost of doing business. KM is a method of enhancing the collective know-how of the organization, improving productivity, and enhancing overall organizational value.

KM allows tacit knowledge to be leveraged, transferred to increase the quality of work performed across the corporation. This transfer of knowledge is a core value of knowledge management. Successful KM initiatives depend greatly on management backing and has been documented and proven over many years of implementing KM initiatives Davenport, De Long, and Beer, ; Chong and Choi, ; Wu et al, In contrast, failure of KM initiatives have been a consequence of inadequate management support Singh and Kant, ; Weber, ; Pettersson, Developing and operationalizing a KM strategy and subsequent program involves the creation, acceptance, and adoption of processes, values, and systems that are either company-wide or in the very least span across functions, departments, and communities.

The implementation and long term success of such far reaching changes require top and central management backing, both from the perspective of resource and political support but also to ensure day-to-day acceptance and use of knowledge management. Sustained management support in particular senior leadership support is necessary for continued KM success because of the following factors:. Without the enforcement of managerial responsibilities, an organization may end up with no control of the shared or reused knowledge.

These roles will be an extension of management and will facilitate the distribution of managerial responsibilities of KM and increases the level of KM acumen and at all levels of the organization. Rhem's book, Knowledge Management in Practice , due out at the end of the year. Anthony is an Information Systems professional with more than thirty 30 years of experience, focused on implementation of major application systems. Anthony is also a published author, and educator, presenting the application and theory of Software Engineering Methodologies, Knowledge Management, and Artificial Intelligence.

This is an error in philosophy, KM is a method of reducing expenses, improve productivity, and enhancing value. KM allows tacit knowledge to be leveraged, transferred to increase the quality of work performed across the corporation. This transfer of knowledge is the essence of knowledge management. Some of those reasons are as follows:. Very nice article and a very comprehensive list.

The technology aspect is particularly important in my opinion, and it is not helped by KM systems that bill themselves as solutions. Your email address will not be published.

Knowledge Management in Law Firms is a collection of insights on managing knowledge in a law firm, from Knowledge Management professionals around the globe. Knowledge Management Matters brings together the expertise of the world's thought leaders of KM, who share tips, tactics, and techniques.

Knowledge Management in Practice gives detailed information on applying knowledge management KM practices, procedures and techniques to solve real world problems.