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2001

Barriers to effective knowledge management: Action Research Meets Grounded Theory

10 years 2 months ago
Barriers to effective knowledge management: Action Research Meets Grounded Theory
Despite evidence that the majority of knowledge management (KM) initiatives miscarry, there has been a paucity of critical, in-depth research into the causes of failure. In this paper, an action research (AR) project is described in a major motor manufacturer (WWM) focusing on one of their key knowledge processes (Design for Manufacturabilty, DFM). Intensive field work using a grounded theory methodology led to the production of a model relating the effectiveness of knowledge generation and use to a set of success factors. Many of the factors resonate with key issues described in previous KM research; for example, the need for a shared knowledge repository, a formal KM process, and a culture disposed towards knowledge sharing and re-use. The model has provided a rigorous platform on which to design interventions to improve the DFM process in WWM. Whilst technical changes (creating infrastructure, defining processes) are readily feasible, bringing about cultural change is less tractabl...
David Graham Wastell
Added 31 Oct 2010
Updated 31 Oct 2010
Type Conference
Year 2001
Where ECIS
Authors David Graham Wastell
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