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Successes and Failures of Knowledge Management

Book Description

Successes and Failures of Knowledge Management highlights examples from across multiple industries, demonstrating where the practice has been implemented well—and not so well—so others can learn from these cases during their knowledge management journey.

Knowledge management deals with how best to leverage knowledge both internally and externally in organizations to improve decision-making and facilitate knowledge capture and sharing. It is a critical part of an organization’s fabric, and can be used to increase innovation, improve organizational internal and external effectiveness, build the institutional memory, and enhance organizational agility.

Starting by establishing KM processes, measures, and metrics, the book highlights ways to be successful in knowledge management institutionalization through learning from sample mistakes and successes. Whether an organization is already implementing KM or has been reluctant to do so, the ideas presented will stimulate the application of knowledge management as part of a human capital strategy in any organization.



  • Provides keen insights for knowledge management practitioners and educators
  • Conveys KM lessons learned through both successes and failures
  • Includes straightforward, jargon-free case studies and research developed by the leading KM researchers and practitioners across industries

Table of Contents

  1. Cover
  2. Title page
  3. Table of Contents
  4. Copyright
  5. Dedication
  6. Contributors
  7. Preface
  8. Chapter 1: Parameters of knowledge management success
    1. Abstract
    2. Introduction
    3. Foundation
    4. Parameters
    5. Conclusions
  9. Chapter 2: Why are companies still struggling to implement knowledge management? Answers from 34 experts in the field
    1. Abstract
    2. Introduction
    3. Key findings
    4. Comparative analysis with previous studies
    5. Conclusions
    6. Acknowledgments
  10. Chapter 3: REAL knowledge and the James Webb Space Telescope: success and failure coexisting in NASA
    1. Abstract
    2. Introduction
    3. NASA knowledge services governance and strategic imperatives
    4. Strategic imperatives in the modern project knowledge environment
    5. REAL (rapid engagement through accelerated learning) knowledge model
    6. Success and failure coexist: the James Webb Space Telescope
    7. Conclusions
  11. Chapter 4: Processes: Still the poor relation in the knowledge management family?
    1. Abstract
    2. Introduction
    3. People, processes, and technology in knowledge management
    4. Analyzing examples of KM failure and success
    5. Conclusions: reflections on the future
  12. Chapter 5: KM successes and failures: some personal reflections on major challenges
    1. Abstract
    2. Introduction
    3. What we know and do not know
    4. Recapturing knowledge
    5. Conclusions
  13. Chapter 6: Lessons learned from nearly 200 cases of KM journeys by Hong Kong and Asian Enterprises
    1. Abstract
    2. Introduction to the nature of the knowledge management initiative and its specific objectives
    3. The infrastructure—people, systems, hardware, software, etc.—required to launch the initiative
    4. The challenges that were encountered, how they developed, and how they were overcome
    5. How the initiative was received by the users or participants
    6. The efficiency, effectiveness, or competitive advantage outcomes that were achieved and how they were measured and evaluated
    7. Gap between KM in the books and in practice
  14. Chapter 7: Knowledge loss and retention: the paradoxical role of IT
    1. Abstract
    2. Introduction
    3. Review of the literature
    4. Research methodology
    5. Findings
    6. Discussion and implications
    7. Conclusions
  15. Chapter 8: Knowledge and knowledge-related assets: design for optimal application and impact
    1. Abstract
    2. Introduction
    3. Background: knowledge management
    4. Rethinking the DIKW hierarchy
    5. Competitive intelligence systems
    6. The knowledge-related hierarchy and the disciplines
    7. Big data and business analytics
    8. Discussion: what is KM missing?
    9. Conclusions
  16. Chapter 9: Knowledge management success and failure: the tale of two cases
    1. Abstract
    2. Introduction
    3. Case study 1: language, culture, and leaders: a case study of the challenges of installing a knowledge management system in a tax firm
    4. Case study 2: building a better knowledge management and customer service system
  17. Chapter 10: Social knowledge: organizational currencies in the new knowledge economy
    1. Abstract
    2. The odometer reading: evolution of social knowledge management
    3. Conversations build communities
    4. More than an idea, it’s a practice
    5. An evolutionary road
    6. Managing social knowledge: people, process, technology, and the human experience
    7. Showing value with SKM (putting miles on the odometer)
    8. Merging into traffic: trusting the rules of the road in the new social economy
    9. A generational shift
    10. The emerging social (knowledge) economy
    11. What has worked? Where to start?
    12. Acknowledgment
  18. Chapter 11: Knowledge management and analytical modeling for transformational leadership profiles in a multinational company
    1. Abstract
    2. Introduction
    3. Theoretical framework
    4. Research environment and methods
    5. Results
    6. Discussion
    7. Conclusions
    8. Appendix 1: sand cone traffic light values In the black and white printed version, the green color is signified with a check mark, yellow with an exclamation mark, and red with an x mark
    9. Appendix 2
    10. Appendix 3
    11. Appendix 4
    12. Appendix 5
    13. Appendix 6: specific index traffic light values In the black and white printed version, the green color is signified with a check mark, yellow with an exclamation mark, and red with an x mark
  19. Chapter 12: Success and failure in improvement of knowledge delivery to customers using chatbot—result of a case study in a Polish SME
    1. Abstract
    2. Introduction
    3. The needs and difficulties in management of knowledge delivery to customers in the selected SME
    4. Improvements of knowledge bases and delivery processes using chatbots
    5. Discussion
    6. Conclusions and directions for future research
  20. Chapter 13: Don’t neglect the foundation: how organizations can build their knowledge architecture and processes for long-term sustainability
    1. Abstract
    2. Diverse, fast-changing information sources
    3. Knowledge that serves the customer
    4. Incorrect architecture reduces organizational agility
    5. Architectural problems across the information ecosystem
    6. Foundational architecture as a project rather than a program
    7. Parochial view of the application
    8. Balancing centralized versus distributed control
    9. Passing on data and content quality issues
    10. Cutting corners or checking the boxes
    11. Incorrect development and application of use cases and scenarios
    12. Lack of understanding of user types and the needs of users
    13. Lack of appreciation of the value of unstructured information
    14. Lack of meaningful metrics or interpretation to tie business value to information
    15. Lack of maturity in enterprise architecture, user experience, and governance
    16. Summary
  21. Chapter 14: Semantic technologies for enhancing knowledge management systems
    1. Abstract
    2. Introduction
    3. Background
    4. Semantic technologies
    5. Semantic technologies–based knowledge management environment
    6. Summary
    7. Acknowledgment
  22. Subject Index