Strategic knowledge management failures in small professional service firms in China

Research output: Journal Publications and Reviews (RGC: 21, 22, 62)21_Publication in refereed journalNot applicablepeer-review

13 Scopus Citations
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Detail(s)

Original languageEnglish
Pages (from-to)327-338
Journal / PublicationInternational Journal of Information Management
Volume37
Issue number4
Publication statusPublished - 1 Aug 2017

Abstract

In this paper, we report and reflect on Knowledge Management (KM) projects conducted in two China-based, smaller–sized professional service firms. The authors acted as Action Researchers, assisting each firm extensively as it prepared for its implementation of an IT-based KMS. However, neither KMS implementation significantly improved knowledge transfer or work productivity. We analyze the project failures, noting the significance of specific strategic management deficiencies as well as inadequate employee involvement and incentives. The implications for the strategic management of knowledge and organizational change in China are considered.

Research Area(s)

  • Culture, Knowledge management, Organizational change, Strategic management