Perceptions of knowledge management: a qualitative analysis

David Mason · David J. Pauleen

157 citations0/0 files storedJournal of Knowledge Management

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

Abstract

This paper reports on the results of a qualitative study of middle managers’ perceptions of knowledge management (KM) implementation in NZ organizations. Data were collected in a survey of 71 attendees of a KM presentation. The data were analyzed using qualitative coding principles. Two core issues were examined – barriers and drivers of KM. Subcategories under barriers were primarily concerned with factors internal to the organization such as organizational culture, leadership, and education. Drivers were mostly external to the organization and included competition, peer pressure, and the need for increased productivity. The results indicate that the way managers manage themselves and their organizations are perceived to be the biggest barriers to KM implementation.

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References

2008Qualitative Data Analysis 1998Working knowledge: how organizations manage what they know 2001Review : Knowledge Management and Knowledge Management Systems: Conceptual Foundations And Research Issues1,2 1990The Fifth Discipline 2001Knowledge management in organizations: examining the interaction between technologies, techniques, and people 1997Knowledge Management: An Introduction and Perspective 2001The knowledge management puzzle: Human and social factors in knowledge management 2002Management strategies for individual knowledge and organizational knowledge

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