a synthesis of knowledge management failure factors

8/10/2019 A Synthesis of Knowledge Management Failure Factors

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A Synthesis of Knowledge Management Failure Factors

by Alan Frost M.Sc., January 25, 2014

www.knowledge-management-tools.net

Abstract

nowledge management!M" was once a #ery $o$ular bu%%word. &owe#er, 'a(lure o' M$ro)ects contr(buted to (ts dro$ (n $o$ular(ty. *+(s $a$er a(ms to synt+es(se and organ(se t+e 'a(lure'actors t+at +a#e been d(scussed (n M l(terature s(nce t+e d(sc($l(ne began to ga(n $o$ular(ty (n t+elate 0s.

*+e 'a(lure 'actors are organ(sed (nto two broad categor(es causal and resultant. ausal 'actors re'erto t+e broad organ(sat(onal and manager(al (ssues t+at are re/u(red to (m$lement M success'ully.esultant 'actors on t+e ot+er +and deal w(t+ s$ec('(c $roblems and can be regarded more l(ke t+esym$toms rat+er t+an t+e d(sease.

*+e 'ollow(ng 'a(lure 'actors are (dent('(ed and d(scussed (n t+e $a$er

Causal Failure Factors:

1. ack o' $er'ormance (nd(cators and measurable bene'(ts2. nade/uate management su$$ort3. m$ro$er $lann(ng, des(gn, coord(nat(on, and e#aluat(on

4. nade/uate sk(ll o' knowledge managers and workers5. roblems w(t+ organ(sat(onal culture. m$ro$er organ(sat(onal structure

Resultant Failure Factors:

1. ack o' w(des$read contr(but(on2. ack o' rele#ance, /ual(ty, and usab(l(ty3. 6#erem$+as(s on 'ormal learn(ng, systemat(sat(on, and determ(nant needs4. m$ro$er (m$lementat(on o' tec+nology5. m$ro$er budget(ng and e7cess(#e costs. ack o' res$ons(b(l(ty and owners+($8. oss o' knowledge 'rom sta'' de'ect(on and ret(rement

n t+e conclus(on, (t (s suggested t+at 'urt+er researc+ (s needed to (m$ro#e our understand(ng o' t+ecause and e''ect between d(''erent 'a(lure 'actors, as well as to (dent('y relat(ons+($s between t+ese'actors and s$ec('(c o$erat(ng en#(ronments.

This paper is released under Creative Commons license: Attribution CC !*+(s l(cense lets you d(str(bute, rem(7, tweak, and bu(ld u$on t+(s work, e#en commerc(ally, as long as cred(t (s g(#en to t+e aut+or 'or t+e or(g(nal creat(on.Attr(but(on must (nclude aut+or name and a l(nk towww.knowledge-management-tools.net9'a(lure.+tml
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"ntroduction

*+e story o' knowledge management !M" can +ardly be c+aracter(sed as a smoot+ r(de. *+e terme7$loded (n $o$ular(ty (n t+e late 0s and early 2000s, becom(ng one o' t+e ma(n bu%%words o' t+et(me. *+en, as w(t+ most bu%%words, t+e lo'ty $rom(ses and general eu$+or(a began to be ecl($sed

by t+e real(ty t+at M (n(t(at(#es o'ten resulted (n outr(g+t 'a(lure. Some researc+ers (nd(cate t+att+e 'a(lure rate (s 50:, but t+(s number could be e#en +(g+er (' 'a(lure (s de'(ned more broadly so asto (nclude all $ro)ects t+at d(d not l(#e u$ to t+e(r e7$ectat(ons !Ak+a#an, Ja'ar(, and Fat+(an, 20051".

*o (llustrate t+e dro$ (n $o$ular(ty, +a#e a look at t+e ;oogle *rends gra$+ de$(ct(ng t+e relat(#enumber o' searc+es 'or t+e term


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t (s (m$ortant to note t+at t+e #ery (ssue o' de'(n(ng M !and o'ten s(m$ly o' de'(n(ng knowledge"can be a great source o' con'us(on. B+at (s knowledge or knowledge management to one $ersonmay be (n'ormat(on or (n'ormat(on management to anot+er. S(m(larly, t+e breadt+ o' t+e Md(sc($l(ne (s also debatable. *o read more about t+(s, $lease see t+e art(cle t(tled ack o' a Cn(#ersal

e'(n(t(on.

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Knowledge Management Failure Factors: #essons from $istory

M 'a(lures and successes +a#e been a to$(c o' researc+ and debate 'or many years. @ased on t+(s$r(or body o' knowledge, +a#e de'(ned two general categor(es o' 'a(lure 'actors causal and

resultant.

ausal 'actors re'er to broad organ(sat(onal and manager(al (ssues necessary 'or t+e success'ul(m$lementat(on o' M. *+ey are by de'(n(t(on rat+er general and t+eoret(cal. &owe#er, anunderstand(ng o' t+e o#erall causal 'actors would $ro#(de a sol(d 'oundat(on u$on w+(c+ toa$$roac+ any M (n(t(at(#e or to troubles+oot any emerg(ng $roblem.

Dac+ causal 'actor can lead to a number o' $oss(ble 'a(lure 'actors w(t+(n M (m$lementat(on. nt+(s art(cle, +a#e synt+es(sed t+e most common o' t+ese (nto se#en


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Causal Failure Factors

%& #ac' of (erformance "ndicators and Measurable enefits

*+e ab(l(ty to determ(ne w+et+er a $ro)ect or (n(t(at(#e (s succeed(ng or 'a(l(ng and w+et+er (t (s awort+w+(le endea#our 'or t+e organ(sat(on (s cruc(al 'or (ts long-term success. er'ormance(nd(cators are t+ere'ore re/u(red so as to assess $rogress, de#(se (m$ro#ements, and com$are oneEsown s(tuat(on to t+at o' a d(''erent organ(sat(on !Bu et al, 2010 282". M must be l(nked toeconom(cs, mean(ng t+at (ts #alue must be made a$$arent !@ot+a, our(e, and Snyman, 200 58".

Alt+oug+ $er'ormance (nd(cators are not always l(sted among t+e to$ 'a(lure reasons, +a#e c+osento outl(ne t+em '(rst s(nce t+ey (n'luence se#eral ot+er causal 'actors, (nclud(ng management su$$ortand t+e ab(l(ty to $lan and e#aluate.

*+e e''ect o' M (s notor(ously d(''(cult to e#aluate, $art(cularly (n monetary terms. *+e (ntang(blenature o' knowledge !A+n and +ang, 2004 403" and t+e 'act t+at #alue creat(on (s o'ten (nd(rectand long term !arlucc( et al, 2004 588" makes suc+ an assessment #ery d(''(cult. Get $er'ormance(nd(cators are cruc(al 'or management to cont(nue (n#est(ng (n M !Bu et al, 2010 282". n t+e(rstudy, &ea(dar(, Mog+(m(, and +an('ar !2011 81" 'ound strong su$$ort 'or $er'ormancemeasurement as a M success 'actor.

)& "nade*uate Management Support

*+e de$endence o' success'ul M (n(t(at(#es on management back(ng (s somet+(ng t+at +as beend(scussed e7tens(#ely (n t+e $ast !a#en$ort, e ong, and @eer, 1? +ong and +o(, 2005? Buet al, 2010, &ea(dar(, Mog+(m(, and +an('ar, 2011? Ga%dan(, Gag+oub(, and &a)(abad(, 2011?anes+ et al, 2012", and s(m(larly, so +as 'a(lure as a conse/uence o' (nade/uate managementsu$$ort !Ak+a#an, Ja'ar(, and Fat+(an, 2005? +ua and am, 2005? S(ng+ and ant, 200? Beber,2008? ettersson, 200".

*+e (m$lementat(on o' a M $rogramme (n#ol#es t+e creat(on, acce$tance, and ado$t(on o'$rocesses, #alues, and systems t+at are e(t+er com$any-w(de or (n t+e #ery least s$an across'unct(ons, de$artments, and commun(t(es. *+e (m$lementat(on and long term success o' suc+ 'ar-reac+(ng c+anges re/u(re to$ and central management back(ng, bot+ 'rom t+e $ers$ect(#e o'resource and $ol(t(cal su$$ort but also to ensure day-to-day acce$tance o' suc+ measures.

*+ere are se#eral reasons as to w+y susta(ned management su$$ort (s necessary

#eadership+ acceptance+ and responsibility:M re/u(res strong gu(dance, dec(s(on-mak(ng,c+ange (m$lementat(on, and so on. M e''orts re/u(re a clear #(s(on !S(ng+ and ant, 200 143?@ot+a, our(e, and Snyman, 200 58", and t+e e7am$le set by management, as well as t+e(r

$ol(c(es, ser#e as a way to leg(t(m(se M and +(g+l(g+t (ts (m$ortance (n t+e organ(sat(on !Bu et al.,2010 22? *an, 2011 88". *+e (m$ortance o' to$ management back(ng +as been su$$orted (nse#eral stud(es !&ea(dar(, Mog+(m(, and +an('ar, 2011? +al('a and Jamaludd(n, 2012? anes+ et

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al, 2012". Add(t(onally, +ua and am !2005 12" $o(nt to t+e need 'or con'l(ct management toresol#e (ssues between stake+olders.

F(nally, t+ere (s t+e (ssue o' management res$ons(b(l(ty, w(t+ Beber !2008 335" $o(nt(ng to t+e lack

o' en'orcement o' suc+ res$ons(b(l(t(es and ettersson !200 1842" c(t(ng a lack centralmanagement res$ons(b(l(ty as 'a(lure 'actors.

Support:Fa(lure can occur due to a lack o' leaders+($ su$$ort (n t+e organ(sat(on !(sterer, 2001 (nBeber, 2008 334" as well as w+en M (s used as a $ol(t(cal (nstrument to ga(n $ower !+ua andam, 2005 12". Furt+ermore, (t (s (m$ortant t+at t+e su$$ort (s long-term, s(nce managementcomm(tment to M can at t(mes wane w+en t+e '(rst $roblems beg(n to a$$ear !+ua and am,2005 12".

Motivational incentives , punishments: eward and $un(s+ment standards t+at en'orcea$$ro$r(ate be+a#(our need to be set by management !Bu et al, 2010 23". *+e e7tent to w+(c+

t+ese are use'ul and +ow $rom(nent t+e $un(s+ment as$ect s+ould be are bot+ +(g+ly debated to$(cs.&owe#er, 'or t+e $ur$ose o' t+(s $a$er, (t (s enoug+ to say t+at *+ere are se#eral general areas t+at +a#e been +(g+l(g+ted (n Ml(terature

#ac' of understanding: ncludes t+e lack o' understand(ng o' t+e bene'(ts o' knowledges+ar(ng !Honaka and onno, 1 (n Beber, 2008 334" or t+e lack o' understand(ng o' t+ecom$le7(ty and re/u(rements o' M !Ak+a#an, Ja'ar(, and Fat+(an, 2005 ". Anot+er

$otent(al $roblem m(g+t stem 'rom t+e lack o' a common understand(ng o' w+at Mactually (s, as d(scussed (n an earl(er sect(on.

#ac' of performance indicators and ability to calculate R-": See causal 'actor 1 abo#e.Su''(ce (t to say, t+at w(t+out sol(d $er'ormance (nd(cators (t (s e7tremely d(''(cult 'ormanagement to cont(nue (n#est(ng (n M !Bu et al, 2010 282".

(olitical manoeuvring:Somet(mes t+e M $ro)ect may be used as a means o' ga(n(ng$ower w(t+(n t+e organ(sat(on !+ua and am, 2005 12". Alternat(#ely, t+e struggle 'or$ower w(t+(n t+e organ(sat(on may d(rectly con'l(ct w(t+ some o' t+e bas(c $rem(ses o' MI e.g. s+ar(ng knowledge 'reely and (m$ro#(ng t+e organ(sat(on (n ways t+at are not alwayseas(ly l(nked to s$ec('(c $eo$le or )ob 'unct(ons !;u$tara, 1 2".

#ac' of time:Somet(mes, managers s(m$ly do not +a#e t+e t(me t+at (t takes to $ro$erly(m$lement and manage M e''orts. *+(s may be $art(cularly true 'or com$an(es w+(c+em$+as(se leanness !;u$tara, 1 2".



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.& "mproper (lanning+ /esign+ Coordination+ and 0valuation

Success'ul M (m$lementat(on de$ends u$on t+e (ntegrat(on o' many d(''erent as$ects o' an

organ(sat(on. Balt% !2003 102" (nd(cates t+at


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*+e sk(lls re/u(red o' knowledge managers and knowledge workers can be broken down (nto t+e'ollow(ng broad categor(es !M Sk(lls Ma$, 2000"

Strateg(c and @us(ness Sk(lls Management Sk(lls

ntellectual and earn(ng Sk(lls ommun(cat(on and nter$ersonal Sk(lls n'ormat(on Management Sk(lls * sk(lls

*+e sk(ll re/u(rements 'or a knowledge manager 9 worker could #ary drast(cally de$end(ng on +(ss$ec('(c areas o' res$ons(b(l(ty. For (nstance, a 6 would re/u(re #ery strong strategy and

bus(ness sk(lls, as well as management, learn(ng, and commun(cat(on !M Sk(lls Ma$, 2000". *+e6 would not need to be as strong (n * sk(lls as, 'or e7am$le, a systems eng(neer (n c+arge o'de#elo$(ng a knowledge management system.

M (s l(kely to 'a(l (' t+ere (s a

#ac' of availability of relevant s'ills: *+e r(g+t bus(ness and tec+n(cal sk(lls must be $resent tosusta(n t+e $ro)ect !+ua and am, 2005 12". Sk(lls can also be de#elo$ed t+roug+ tra(n(ng,

$ro#(d(ng t+at t+(s (s (m$lemented w(t+ clear, measurable goals !Bu et al, 2010 281".

"mproper selection of 'nowledge managers !Ak+a#an, Ja'ar(, and Fat+(an, 2005 ". .e. t+e sk(llsmust corres$ond to t+e role t+at t+e (nd(#(dual knowledge manager or worker w(ll $lay w(t+(n t+eM (n(t(at(#e. Al-&ak(m and &assan !2011 8" stress t+e (m$ortance o' t+e m(ddle manager,+(g+l(g+t(ng t+ree key /ual(t(es analyt(c, (ntu(t(#e, and $ragmat(c.

3& (roblems with -rganisational Culture

*+e $resence o' an a$$ro$r(ate organ(sat(onal culture(s almost un(#ersally acce$ted as one o' t+ekey as$ects o' success'ul M (m$lementat(on !@ukow(t% and B(ll(ams, 1? a#en$ort andrusak, 2000? ;amble and @lackwell, 2001? @ot+a, our(e, and Snyman, 200? Bellman 200?&ea(dar(, Mog+(m(, and +an('ar, 2011? Gag+oub( and Malek(, 2012? anes+ et al. 2012".6rgan(sat(onal culture cons(sts o' t+e #alues and bel(e's o' (ts members as well as o' arte'acts, e.g.symbols, e#ents, be+a#(ours, etc. !alk(r, 2005 18". Accord(ng to t+e aut+or, culture $ers(stst+roug+ soc(al (nteract(on and (s commun(cated t+roug+ a s+ared language or


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*+e su$$ort o' (n'ormal commun(cat(on, m(stake tolerance, $os(t(#e $ro)ect culture, andsen(or management comm(tment !anes+ et al, 2012 34".

6$enness to c+ange !Beber, 2008 33". *+e des(re and ab(l(ty to e7$er(ment, learn, and (nno#ate !Skyrme, 2011a".

*+e w(ll(ngness to be o$en and +onest and to adm(t m(stakes !ettersson, 200 1842". Management o' bus(ness $rocesses and react(on to e7ternal c+anges !Bu et al, 2010 2".

ulture can #ary on an organ(sat(onal or commun(ty le#el. S(nce knowledge management (n(t(at(#ess$an 'unct(ons and de$artments, an understand(ng o' all t+e 'acets o' an organ(sat(onEs culture (scr(t(cal. *+e $rocess o' c+ang(ng culture (s $art(cularly d(''(cult due to t+e 'act t+at (t (s +(storyde$endent and used as a soc(al(s(ng mec+an(sm 'or new organ(sat(onal members !@e(tler, 2005". talso rea''(rms (tsel', s(nce cultural m(s'(ts are less l(kely to be recru(ted (n t+e organ(sat(on or

$romoted to a +(g+er $os(t(on !;amble and @lackwell, 2001 3-4". &owe#er, t+e management o'culture (s essent(al 'or success'ul (m$lementat(on o' M.

4& "mproper -rganisational Structure

*+e structure o' t+e organ(sat(on $lays an (m$ortant role (n determ(n(ng +ow $ower (s d(str(buted,+ow dec(s(ons are made, t+e degree o'


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bus(ness un(t, or d(#(s(on, and t+(s tends to +(nder M because eac+ o' t+ese (s usually worr(edabout (ts own bottom l(ne !;u$tara, 1 2". S(m$ler structures make (t eas(er 'or M to be(m$lemented !*an, 2011". *+e com$le7(ty o' t+e organ(sat(onal structure also a''ects +ow (t must bemanaged and w+at manager(al roles are necessary to e''ect(#ely (m$lement M.

*+ere (s no s$ec('(c 'ormula regard(ng organ(sat(onal structure. &owe#er, t+ere (s no /uest(on t+atstructure (n'luences M on many le#els, and an (m$ro$er structure can lead to a #ar(ety o'

$roblems w(t+ knowledge s+ar(ng, organ(sat(onal learn(ng, e''ect(#e dec(s(on-mak(ng, e''ect(#emanagement o' M (n(t(at(#es, and so on.



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Resultant Failure Factors

%& #ac' of 2idespread Contribution

ack o' contr(but(on 'rom members9stake+olders o' t+e organ(sat(on +as been l(sted as a 'a(lure'actor by se#eral aut+ors, albe(t (n d(''erent ways.

*+e a#a(lable t+eory can be organ(sed (nto t+ree general categor(es

1. ack o' contr(but(on because stake+olders were not asked9encouraged to contr(bute.2. ack o' contr(but(on because stake+olders were unable to contr(bute.3. ack o' contr(but(on because stake+olders were unw(ll(ng to contr(bute.


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Ak+a#an, Ja'ar(, and Fat+(an !2005 " 'ound t+at res(stance to c+ange was a ma)or(m$ed(ment (n t+e (m$lementat(on o' knowledge management systems.

Bu et al !2010 280" d(scuss +ow $eer collaborat(on and o$en commun(cat(on are de$endenton organ(sat(onal culture.

ee and +o( !2000 22" 'ound knowledge creat(on to be de$endent on trust. +ua and am !2005 12" and OlPer!2008 20" 'ound t+e lack o' w(ll(ngness to s+are

knowledge to be an (m$ortant 'a(lure 'actor. *+(s (s a $roblem w+en knowledge (s regardedas a source o' $ower OlPer!2008 20" or w+en a cor$orate culture $laces #alue on(nd(#(dual gen(us rat+er t+an collect(#e work !alk(r, 2005 133".

+ua and am !2005 12" 'ound t+at (n some cultures (nd(#(duals may $erce(#e access(nganot+er memberEs knowledge as a s(gn o' (nade/uacy.

)& #ac' of Relevance+ 7uality+ and 8sability

*+e $re#(ous $o(nt dealt w(t+ t+e lack o' contr(but(on o' stake+olders. *+(s sect(on deals w(t+$roblems assoc(ated w(t+ us(ng t+e result(ng knowledge and knowledge re$os(tor(es. &owe#er,access(b(l(ty (ssues related to tec+nology are dealt w(t+ under resultant 'actor 4.

*+ere are essent(ally t+ree $otent(al $roblems $erta(n(ng to rele#ance, /ual(ty, and usab(l(ty

1. B+en M (s not al(gned to t+e organ(sat(onal strategy.2. B+en knowledge (s not rele#ant to t+e user.3. B+en knowledge (s +ard to understand or a$$ly.

#ac' of alignment to organisational strategy:*o beg(n w(t+, would l(ke to $o(nt t+e user onceaga(n to t+e knowledge management de'(n(t(on used (n t+(s art(cle. *+ere are two as$ects o' t+(sde'(n(t(on t+at are cruc(al +ere, namely


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More generally, 'a(lure can occur due to a lack o' connect(on between knowledge9(n'ormat(on andt+e needs9work o' (nd(#(duals !Fonta(ne and esser, 2002 2? ettersson, 200 1842". ont(nuouse#aluat(on and re'(nement o' knowledge (s t+ere'ore re/u(red !Ga%dan(, Gag+oub(, and &a)(abad(,2011 114". +al('a and Jamaludd(n !2012 13" also correlated knowledge aud(ts w(t+ success'ul

M (m$lementat(on.

2hen 'nowledge is hard to understand or access:Somet(mes rele#ant knowledge can be +ard tounderstand, a$$ly, or access. +ua and am !2005 12" 'ound one o' t+e 'a(lure 'actors to be(m$ro$erly structure content, w+(c+ made (t d(''(cult 'or t+e $ract(t(oner to use and a$$ly t+eknowledge. OlPer!2008 20" 'ound t+at 'our o' t+e greatest barr(ers to M were t+e (nab(l(ty touse (n'ormat(on, t+e (nab(l(ty to (nter$ret (n'ormat(on, t+e lack o' contact between em$loyees 'or t+e

$ur$ose o' knowledge s+ar(ng, and t+e (nab(l(ty to access knowledge. S(m(larly, Beber !2008 334"talks o' 'a(lure due to $roblems w(t+ knowledge trans'er. *+ese $roblems (nclude bot+ t+e conte7ts$ec('(c nature o' knowledge - (.e. t+e d(''(culty 'or a d(''erent user to understand +ow to a$$lyknowledge (n a d(''erent c(rcumstance - as well as $roblems w(t+ t+e second userEs absor$t(#e

ca$ac(ty.

.& -veremphasis on Formal #earning+ Systematisation+ and /eterminant 9eeds

*+e $roblem (s t+at t+e (m$lementat(on o' M (s o'ten dom(nated by two cam$s, & and *, bot+o' w+(c+ str(#e to bu(ld tools 'or na#(gat(ng knowledge (n a system(sed way, and bot+ o' w+(c+ tryto make knowledge searc+able, retr(e#able, and re$l(cable !Jackson and B(ll(amson, 2011 58".Fonta(ne and esser !20022" warn t+at o#er-em$+as(s on 'ormal learn(ng (s a 'a(lure 'actor. *+ey(nd(cate t+at t+e ma)or(ty o' learn(ng (s (n'ormal and t+us ad#ocate an a$$roac+ em$+as(s(ng

mentor(ng and commun(t(es o' $ract(ce.Jackson and B(ll(amson !2011 1" e7$la(n t+at a


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*+ere are t+ree general $roblems t+at an organ(sat(on may encounter w+en (m$lement(ng aknowledge management system !MS"

1. oor $er'ormance.

2. oor '(t w(t+ organ(sat(onal $rocesses and culture.3. 6#er-rel(ance on tec+nology.

(oor performance and acceptance:roblems related to MS $er'ormance (nclude $oor tec+n(cal(n'rastructure !+ua and am, 2005 12? S(ng+ and ant, 200 143", $oor re$resentat(on o'knowledge !@enass(, @ou/uet, and uel, 2003", and $oor usab(l(ty !+ua and am, 2005 12". not+er words, 'a(lure can occur due to * systems t+at can e(t+er not +andle t+e demand $laced ont+em, t+at re$resent knowledge (n a way t+at does not meet t+e needs o' (ts users, or t+at are notuser-'r(endly.

(oor fit with organisational processes and culture: Ac+(e#(ng organ(sat(onal goals de$ends u$onorgan(sat(onal $rocesses, and t+ere'ore, 'a(lure w(ll occur (' MS are not (ntegrated w(t+ sa(d

$rocesses !Beber, 2008334". @enass(, @ou/uet, and uel !2003" argue t+at t+e tec+nolog(calarc+(tectures must be com$at(ble w(t+ t+e organ(sat(onal model. Accord(ng to t+e aut+ors, 'a(lurecan occur w+en a decentral(sed tec+nology (n'rastructure (s comb(ned w(t+ a central(sedorgan(sat(onal model or #(ce #ersa.

Furt+ermore, organ(sat(onal culture $lays a role (n determ(n(ng w+et+er or not t+e system (sacce$ted by members o' t+e organ(sat(on !;amble and @lackwell, 2001 188? &ec+t et al, 2011".*+e * (n'rastructure $lays a key role (n M, but (t (s not a solut(on (n (tsel'? (t re/u(res a $re-e7(st(ng knowledge-s+ar(ng culture !M(lo#ano#(c, 2011".

-verreliance on technology: *ec+nology $lays an (m$ortant but l(m(ted role (n M, $art(cularlyw+en deal(ng w(t+ tac(t knowledge. +ua and am !2005 12" 'ound t+at an o#er-em$+as(s on MSled to a neglect o' tac(t knowledge. @ot+a, our(e, and Snyman !200 132" warn t+at tac(tknowledge (s st(ll best transm(tted 'rom $erson to $erson and


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esource- and budget-related 'a(lure 'actors (nclude

na$$ro$r(ate met+od or lack o' budget(ng !@allart and a$(co, 2005? ;oodluck, 2011".

D7cess(#e cost o' M (m$lementat(on !+ua and am, 2005 12". ack o' a se$arate budget !Ak+a#an, Ja'ar(, and Fat+(an, 2005 ". Ma(ntenance cost o' MS !+ua and am, 2005 12".

4& #ac' of Responsibility and -wnership

B(t+out t+e en'orcement o' manager(al res$ons(b(l(t(es, an organ(sat(on may end u$ w(t+ no controlo' t+e s+ared or reused knowledge !Beber, 2008 335". Kar(ous aut+ors and stud(es +a#eem$+as(sed d(''erent manager(al le#els, w(t+ ettersson !200 1842" $o(nt(ng to t+e need 'or

central management res$ons(b(l(ty, &asanal( !2002 2" em$+as(s(ng t+e role o' stewards $resentt+roug+out t+e organ(sat(on and act(ng below t+e central M team, and Beber !2008" as well asa)ender and umar !2012" w+o d(scuss manager(al res$ons(b(l(t(es at all le#els. Structure andres$ons(b(l(ty (s anot+er 'actor t+at a''ects accountab(l(ty !&asanal(, 2002 2-3".

*+e ot+er as$ect o' t+(s 'a(lure 'actor (s t+e lack o' owners+($. 6wners+($ (n t+(s case re'ers bot+ toown(ng m(stakes and also to t+e w(ll(ngness to take u$ tasks $roact(#ely. S(ng+ and ant !200144" (dent('(ed t+e lack o' w(ll(ngness to assume res$ons(b(l(ty among em$loyees as a M barr(er,and one w+(c+ (s largely de$endent on organ(sat(onal culture. S(m(larly, ettersson !200 1842"l(sted culture as t+e reason be+(nd t+e reluctance to adm(t to m(stakes 'or 'ear o' t+e conse/uences.

;& #oss of Knowledge from Staff /efection and Retirement

Sta'' de'ect(on and ret(rement can lead to 'a(lure o' M (m$lementat(on !OlPer 2008 20? S(ng+and ant, 200 144". Fa(lure to $lan a+ead and trans'er key knowledge can lead to $roblems 'ort+e organ(sat(on. n +(s study o' large *urk(s+ com$an(es, OlPer!2008 20" 'ound t+at +(g+ sta''de'ect(on was t+e second +(g+est $roblem among t+e 28 barr(ers to M t+at +e (n#est(gated.

OlPer!2008 20" $o(nts to t+e need to trans'er key knowledge be'ore em$loyees ret(re. *+e (ssueo' knowledge retent(on +as also been addressed by (ebow(t% !2011 1", w+o (nd(cates t+at t+e

$rocess o' reta(n(ng knowledge s+ould be (ntegrated (nto t+e organ(sat(on 'rom t+e (nstant t+e

em$loyee (s +(red. Accord(ng to (ebow(t%, 'ew organ(sat(ons +a#e 'ormal strateg(es (n $lace 'orknowledge retent(on. 6nce ret(red, key em$loyees can st(ll act as a #aluable resource 'or t+e '(rmand can be broug+t back, 'or e7am$le as consultants !(ebow(t%, 200 2? Ga%dan(, Gag+oub(, and&a)(abad(, 2011 114"

*+e bottom l(ne (s t+at (' t+e organ(sat(on does not $lan a+ead and (dent('y and $rotect (ts keyknowledge resources, (ts M (n(t(at(#es r(sk 'a(lure.



16/21

Conclusion

n t+(s art(cle +a#e endea#oured to synt+es(se and organ(se t+e key 'a(lure 'actors 'rom t+eabundant body o' l(terature on M. *o do so, $resented s(7 general 'actors, w+(c+ labelled


17/21

About the Author

Alan Frost graduated 'rom t+e o$en+agen @us(ness Sc+ool (n 2003 w(t+ anM.Sc. (n Dconom(cs and @us(ness Adm(n(strat(on I Management o'

*ec+nology. &(s masterQs t+es(s, wr(tten w(t+ Gosuke Ceda M.Sc., was t(tledRnowledge Management and t+e ole o' *.

*oday Alan runs t+e s(te nowledge Management *oolsas well as t+emarket(ng translat(on com$anyBordcra't Market(ng.

Dma(l alanTknowledge-management-tools.net

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a synthesis of knowledge management failure factors

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