Why organizations fail to share knowledge: an empirical investigation and opportunities for improvement

Abstract

Purpose This paper explores critical failure factors (CFFs) in the context of knowledge sharing. It provides further insights into what can cause knowledge- sharing failures, inflexible knowledge-sharing strategies and ineffective knowledge- sharing mechanisms. It also examines how practitioners can reduce or even mitigate such dysfunctions. Design/methodology/approach A case-based inductive approach was conducted. Data were collected from two studies applying mixed methods. The first data set included nine in-depth, semi-structured interviews with highly skilled personnel from an aerospace and defense organization. The second data source included 375 successfully completed questionnaires from participants employed at the same organization. Findings The paper identifies six CFFs with an impact on knowledge sharing. It also reveals that managing organizational ignorance can play a key role in generating new knowledge and averting failure. Study findings provide insights into the importance of identifying these failures when sharing knowledge and propose relevant mitigation strategies. Originality/value This paper identifies a range of empirically validated CFFs that complement the extant work on the complexity of knowledge sharing and have hitherto not been seen in the literature. It also provides a more nuanced understanding of why both organizations and their people often fail to share knowledge by exploring the role of organizational ignorance.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 20 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.