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Article: Getting knowledge management right: Lessons from failure

TitleGetting knowledge management right: Lessons from failure
Authors
Issue Date2005
PublisherIdea Group Publishing. The Journal's web site is located at http://www.idea-group.com/journals/details.asp?id=4288
Citation
International Journal of Knowledge Management, 2005, v. 1 n. 3, p. 40-54 How to Cite?
AbstractKnowledge is increasingly recognized to provide a foundation for creating core competences and competitive advantages for organizations, making effective knowledge management (KM) crucial and significant. Despite evolving perspectives and rigorous endeavors to embrace KM intentions in business agendas, organizations cannot always realize expected benefits and improve their performances. This paper reports a case study of an organization in Hong Kong that shares typical characteristics with other organizations with strong awareness and expectations of KM, yet experienced failure of its program in two years. Our findings showed that KM activities carried out in the organization were fragmented and not supported by members. Based on this failure case, four lessons learned are identified for improving KM performance.
Persistent Identifierhttp://hdl.handle.net/10722/85754
ISSN
2015 SCImago Journal Rankings: 0.585

 

DC FieldValueLanguage
dc.contributor.authorChan, Ien_HK
dc.contributor.authorChau, PYKen_HK
dc.date.accessioned2010-09-06T09:08:52Z-
dc.date.available2010-09-06T09:08:52Z-
dc.date.issued2005en_HK
dc.identifier.citationInternational Journal of Knowledge Management, 2005, v. 1 n. 3, p. 40-54en_HK
dc.identifier.issn1548-0666en_HK
dc.identifier.urihttp://hdl.handle.net/10722/85754-
dc.description.abstractKnowledge is increasingly recognized to provide a foundation for creating core competences and competitive advantages for organizations, making effective knowledge management (KM) crucial and significant. Despite evolving perspectives and rigorous endeavors to embrace KM intentions in business agendas, organizations cannot always realize expected benefits and improve their performances. This paper reports a case study of an organization in Hong Kong that shares typical characteristics with other organizations with strong awareness and expectations of KM, yet experienced failure of its program in two years. Our findings showed that KM activities carried out in the organization were fragmented and not supported by members. Based on this failure case, four lessons learned are identified for improving KM performance.-
dc.languageengen_HK
dc.publisherIdea Group Publishing. The Journal's web site is located at http://www.idea-group.com/journals/details.asp?id=4288en_HK
dc.relation.ispartofInternational Journal of Knowledge Managementen_HK
dc.titleGetting knowledge management right: Lessons from failureen_HK
dc.typeArticleen_HK
dc.identifier.openurlhttp://library.hku.hk:4550/resserv?sid=HKU:IR&issn=1548-0666&volume=1&issue=3&spage=40&epage=54&date=2005&atitle=Getting+knowledge+management+right:+Lessons+from+failure%27en_HK
dc.identifier.emailChan, NM: icircuit@business.hku.hken_HK
dc.identifier.emailChau, PYK: pchau@business.hku.hken_HK
dc.identifier.authorityChau, PYK=rp01052en_HK
dc.identifier.doi10.4018/978-1-59904-933-5.ch167-
dc.identifier.hkuros109050en_HK
dc.identifier.volume1-
dc.identifier.issue3-
dc.identifier.spage40-
dc.identifier.epage54-

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