Impediments to Knowledge Management

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 first identifies and explains barriers that exist in two KM areas: organizational planning, enabling, motivating; and individualspsila acceptance of the implemented KM systems. After discussing each of theses areas, study implications are provided to managers and suggestions are offered for future research. 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.

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