Strategic knowledge management failures in small professional service firms in China

Maris G. Martinsons; Robert M. Davison; Qian Huang

doi:10.1016/j.ijinfomgt.2017.04.003

Strategic knowledge management failures in small professional service firms in China

Maris G. Martinsons, Robert M. Davison^*, Qian Huang

^*Corresponding author for this work

Research output: Journal Publications and Reviews › RGC 21 - Publication in refereed journal › peer-review

54 Citations (Scopus)

67 Downloads (CityUHK Scholars)

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.

Original language	English
Pages (from-to)	327-338
Journal	International Journal of Information Management
Volume	37
Issue number	4
DOIs	https://doi.org/10.1016/j.ijinfomgt.2017.04.003
Publication status	Published - 1 Aug 2017

Research Keywords

Culture
Knowledge management
Organizational change
Strategic management

Publisher's Copyright Statement

COPYRIGHT TERMS OF DEPOSITED POSTPRINT FILE: © 2017. This manuscript version is made available under the CC-BY-NC-ND 4.0 license https://creativecommons.org/licenses/by-nc-nd/4.0/.

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N2 - 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.

AB - 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.

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KW - Organizational change

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DO - 10.1016/j.ijinfomgt.2017.04.003

M3 - RGC 21 - Publication in refereed journal

SN - 0268-4012

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SP - 327

EP - 338

JO - International Journal of Information Management

JF - International Journal of Information Management

IS - 4

ER -

Strategic knowledge management failures in small professional service firms in China

Abstract

Research Keywords

Publisher's Copyright Statement

UN SDGs

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