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Strategic knowledge management failures in small professional service firms in China

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  • Martinsons, Maris G.
  • Davison, Robert M.
  • Huang, Qian

Abstract

In this paper, we report and reflect on Knowledge Management (KM) projects conducted in two China-based, smaller–sized professional service firms. The authors acted as Action Researchers, assisting each firm extensively as it prepared for its implementation of an IT-based KMS. However, neither KMS implementation significantly improved knowledge transfer or work productivity. We analyze the project failures, noting the significance of specific strategic management deficiencies as well as inadequate employee involvement and incentives. The implications for the strategic management of knowledge and organizational change in China are considered.

Suggested Citation

  • Martinsons, Maris G. & Davison, Robert M. & Huang, Qian, 2017. "Strategic knowledge management failures in small professional service firms in China," International Journal of Information Management, Elsevier, vol. 37(4), pages 327-338.
    • Handle: RePEc:eee:ininma:v:37:y:2017:i:4:p:327-338
    DOI: 10.1016/j.ijinfomgt.2017.04.003
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    References listed on IDEAS

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    Cited by:

    1. Pan, Wei & Zhang, Qingpu & Teo, Thompson S.H. & Lim, Vivien K.G., 2018. "The dark triad and knowledge hiding," International Journal of Information Management, Elsevier, vol. 42(C), pages 36-48.

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