Knowledge management critical failure factors: A multi-case study
Links to Fileshttps://www.researchgate.net/profile/Peyman_Akhavan/publication/263611689_Knowledge_management_critical_failure_factors_A_multi-case_study/links/53e9a00d0cf2fb1b9b671743/Knowledge-management-critical-failure-factors-A-multi-case-study.pdf
MetadataShow full item record
Type of Work24
Citation of Original PublicationAkhavan, Peyman and Amir Pezeshkan (2014), Knowledge management critical failure factors: a multicase study, Vine: The journal of information and knowledge management systems, Vol. 44, No. 1, pp. 22-41.
Knowledge management failure
Knowledge anagement cycle
Critical failure factor
Purpose ‐ The goal of this paper is to present the main critical failure factors extracted from analyzing ten case studies of failure in knowledge management (KM) systems and projects and present a framework in which the failure factors are linked to the different stages in the cycle of KM implementation. Design/methodology/approach ‐ "Grounded theory" as a qualitative research technique has been applied to explore the main failure factors. Data was collected reviewing scholarly articles containing KM case studies (failure in KM implementation) and after an in-depth study ‐ applying grounded theory method ‐ the results of main critical failure factors categorized and analyzed in specific stages of implementing KM systems. Findings ‐ Through review and analysis of ten case studies, two main results were obtained. First, the main critical failure factors of KM projects were identified. Second, identified critical failure factors were traced along the KM implementation cycle. A framework is proposed that shows the critical failure factors' effect in each specific stage of the KM cycle. Research limitations/implications ‐ The results of this research are generalized based on cases from prior literature. However, the authors have tried to be as inclusive as possible to ensure a representative sample of reported KM failures. In addition, organizations do not provide accurate reports of failure in their projects because of their policies, the image of their organization, and privacy, which could affect the identification of all failure factors. Practical implications ‐ The findings are incorporated into a framework of failure factors in KM projects and the proposed framework can help practitioners in organizations to avoid factors that lead to the demise of KM systems in each stage of the KM project development cycle. This multi-case study research and its suggested framework are also useful for academics to gain a comprehensive view of KM critical failure factors for future studies. Originality/value ‐ To the authors' knowledge this study is the first of its kind to provide an integrated perspective of critical failure factors for the implementation of KM through the inspection of ten case studies and maps the failure factors on KM implementation cycle. It provides valuable information and guidelines that will hopefully pave the way for managers to avoid failure in implementation of a KM.