Organizational Challenges for Knowledge Management System Projects

This post is a continuation of the main challenges with knowledge management system (KMS) implementations.  In my previous postings I discussed the technology and people challenges of KMS implementations.  The final category of challenges, organizational challenges, is the most influential in a KMS project.

As noted in the people challenges posting, a knowledge management effort is hampered when the knowledge workers are not willing to share their knowledge.  This knowledge hoarding is due to their perceived personal value of possessing proprietary knowledge and fear that sharing this knowledge lowers their value in the organization.  The knowledge hoarding issue is at the heart of the organizational issues of KMS implementations.

Organizations that lack a culture of trust between the employees and management will struggle in a KMS implementation.  These implementations require collaboration and sharing of knowledge in order to succeed.  Organizational cultures lacking trust, collaboration, and recognition for individual contributions are less likely to be successful in their KMS efforts.

The culture of the organization plays a significant role in determining the outcome of a KMS implementation.

In my next post I will discuss the factors that lead to successful KMS implementations.

References

• Edwards, J., Shaw, D., & Collier, P. (2005). Knowledge management systems: Finding a way with technology. Journal of Knowledge Management, 9(1), 113.
• Riege, A. (2005). Three-dozen knowledge-sharing barriers managers must consider. Journal of Knowledge Management, 9(3), 18.