Exploring barriers to knowledge flow at different knowledge management maturity stages

A significant amount of work has been done to better understand the barriers to knowledge flow and develop models of KM maturity; this was intended to help in assessing the progress of KM initiatives in the firm. However, to date there has been no comprehensive research that considers both these issues at the same time, and thus it is still necessary to explore the evolution of barriers to knowledge flow when the level of KM maturity is changing. We reviewed the progress of KM initiatives in recent years, categorized the barriers to knowledge flow according to the cultural historical activity theory (CHAT), and used one of the existing models of KM maturity (the Knowledge Navigator Model-KNM), to address gaps in the current literature. As part of our exploratory study, a longitudinal survey, involving constant observation, development and use of questionnaires and qualitative interviews with managers of seven firms were conducted. We selected the firms so they covered a wide range of KM maturity levels; triangulation was adopted to enhance the quality of the process. The major findings indicated that: (1) barriers to knowledge flow were inherently different at different KM maturity levels; and (2) various changes in the barriers to knowledge flow were associated with the maturity of the KM.

[1]  Chinho Lin,et al.  An exploratory model of knowledge flow barriers within healthcare organizations , 2008, Inf. Manag..

[2]  Chris Cooper,et al.  Defining knowledge management (KM) activities: towards consensus , 2008, J. Knowl. Manag..

[3]  Shu-Fang Lin,et al.  Understanding the effectiveness of Capability Maturity Model Integration by examining the knowledge management of software development processes , 2009 .

[4]  Tzu-Chuan Chou,et al.  A path model linking organizational knowledge attributes, information processing capabilities, and perceived usability , 2007, Inf. Manag..

[5]  Hong-Gee Kim,et al.  Exploiting noun phrases and semantic relationships for text document clustering , 2009, Inf. Sci..

[6]  Kevin C. Desouza,et al.  Strategic contributions of game rooms to knowledge management: some prelimenary insights , 2003, Inf. Manag..

[7]  Nikhil Mehta,et al.  Infosys Technologies: improving organizational knowledge flows , 2007, J. Inf. Technol..

[8]  Kaj U. Koskinen.  Metaphoric boundary objects as co‐ordinating mechanisms in the knowledge sharing of innovation processes , 2005 .

[9]  Minsoo Shin,et al.  A framework for evaluating economics of knowledge management systems , 2004, Inf. Manag..

[10]  Russell L. Purvis,et al.  Exploiting organizational knowledge in developing IS project cost and schedule estimates: An empirical study , 2007, Inf. Manag..

[11]  Sherry D. Ryan,et al.  Exploring knowledge sharing in ERP implementation: an organizational culture framework , 2006, Decis. Support Syst..

[12]  Yanqing Duan,et al.  Identifying key factors affecting transnational knowledge transfer , 2010, Inf. Manag..

[13]  Emad M. Kamhawi.  The three tiers architecture of knowledge flow and management activities , 2010, Inf. Organ..

[14]  B. Rosen,et al.  Overcoming Barriers to Knowledge Sharing in Virtual Teams , 2007 .

[15]  Birgit Renzl.  Trust in management and knowledge sharing: The mediating effects of fear and knowledge documentation , 2008 .

[16]  Andrea B. Hollingshead,et al.  Transactive Memory Systems in Organizations: Matching Tasks, Expertise, and People , 2004, Organ. Sci..

[17]  John S. Edwards,et al.  Building user commitment to implementing a knowledge management strategy , 2005, Inf. Manag..

[18]  Mostafa Kazemi,et al.  Defining a knowledge management conceptual model by using MADM , 2010, J. Knowl. Manag..

[19]  Robert W. Zmud,et al.  Behavioral Intention Formation in Knowledge Sharing: Examining the Roles of Extrinsic Motivators, Social-Psychological Factors, and Organizational Climate , 2005, MIS Q..

[20]  Dorothy E. Leidner,et al.  An Empirical Examination of the Influence of Organizational Culture on Knowledge Management Practices , 2005, J. Manag. Inf. Syst..

[21]  Kwok Kee Wei,et al.  Social relationship and its role in knowledge management systems usage , 2009, Inf. Manag..

[22]  Hai Zhuge,et al.  Knowledge flow network planning and simulation , 2006, Decis. Support Syst..

[23]  Hyung Jun Ahn,et al.  Utilizing knowledge context in virtual collaborative work , 2005, Decis. Support Syst..

[24]  Chinho Lin,et al.  The construction and application of knowledge navigator model (KNMTM): An evaluation of knowledge management maturity , 2009, Expert Syst. Appl..

[25]  Elisa Bertino,et al.  Secure knowledge management: confidentiality, trust, and privacy , 2006, IEEE Transactions on Systems, Man, and Cybernetics - Part A: Systems and Humans.

[26]  Euiho Suh,et al.  A maturity model based CoP evaluation framework: A case study of strategic CoPs in a Korean company , 2010, Expert Syst. Appl..

[27]  L. G. Pee,et al.  A Model of Organisational Knowledge Management Maturity Based on People, Process, and Technology , 2009, J. Inf. Knowl. Manag..

[28]  Andreas Riege,et al.  Three-dozen knowledge-sharing barriers managers must consider , 2005, J. Knowl. Manag..

[29]  Jen-Her Wu,et al.  An organizational memory information systems success model: an extension of DeLone and McLean's I/S success model , 1998, Proceedings of the Thirty-First Hawaii International Conference on System Sciences.