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

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Detail(s)

Original language	English
Pages (from-to)	327-338
Journal / Publication	International Journal of Information Management
Volume	37
Issue number	4
Publication status	Published - 1 Aug 2017

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DOI	DOI https://doi.org/10.1016/j.ijinfomgt.2017.04.003 Final Published version
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Attachment(s)	Documents 13604913.pdf Post-print, 402 KB, PDF 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/.
Link to Scopus	https://www.scopus.com/record/display.uri?eid=2-s2.0-85017440558&origin=recordpage
Permanent Link	https://scholars.cityu.edu.hk/en/publications/publication(bd64c8c9-7a3b-457f-b589-9210b3cb6a6f).html

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.