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Barriers to Knowledge Management: A Theoretical Framework and a Review of Industrial Cases
Authors: Chihab BenMoussa
Abstract:Firms have invested heavily in knowledge management (KM) with the aim to build a knowledge capability and use it to achieve a competitive advantage. Research has shown, however, that not all knowledge management projects succeed. Some studies report that about 84% of knowledge management projects fail. This paper has integrated studies on the impediments to knowledge management into a theoretical framework. Based on this framework, five cases documenting failed KM initiatives were analysed. The analysis gave us a clear picture about why certain KM projects fail. The high failure rate of KM can be explained by the gaps that exist between users and management in terms of KM perceptions and objectives
Digital Object Identifier (DOI): doi.org/10.5281/zenodo.1055309Procedia APA BibTeX Chicago EndNote Harvard JSON MLA RIS XML ISO 690 PDF Downloads 2941
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