Knowledge management barriers: An interpretive structural modeling approach

Monika Singh · Ravi Kant

410 citations0/0 files storedInternational Journal of Management Science and Engineering Management

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Knowledge Management and Sharing Innovation and Knowledge Management Management and Organizational Practices

Abstract

In the fast changing global business, knowledge management (KM) has emerged as an integral part of business strategy. Many business organizations have implemented KM and many are in the process of its implementation. KM implementation is adversely affected by few factors which are known as KM barriers. The objective of this paper is to develop the relationships among the identifiedKMbarriers. Further, this paper is also helpful to understand mutual influences of barriers and to identify those barriers which support other barriers (driving barrier) and also those barriers which are most influenced by other barriers (dependent barriers). The interpretive structural modeling (ISM) methodology is used to evolve mutual relationships among these barriers. KM barriers have been classified, based on their driving power and dependence power. The objective behind this classification is to analyze the driving power and dependence power of these barriers.

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References

1995The Knowledge-Creating Company 1998The Knowledge-Creating Company 2005Knowledge Management 2013Knowledge Management in Theory and Practice 2005Three‐dozen knowledge‐sharing barriers managers must consider 1994Vendor Selection Using Interpretive Structural Modelling (ISM)2007Organizational culture and knowledge sharing: critical success factors 1994Knowledge Management Foundations: Thinking About Thinking - How People and Organizations Represent, Create and Use Knowledge

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