The DOI matches its Crossref record; 38 of the 38 references it cites were found in a registry or an index.
Knowledge management initiatives: learning from failure
Abstract
Large numbers of organizations are taking great interest in the idea of knowledge management and many are launching knowledge management initiatives and programmes. A large proportion of such initiatives will fail. Yet, despite the injunctions to “learn from failure”, little detailed attention has been paid to why and how these apparently popular initiatives run into difficulties. The purpose of this article is to examine, in some unusual detail, a significant example of a failed knowledge management initiative in order to analyse what went wrong and to identify the key learning points.
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Citations
Cites
The Reflective Practitioner: How Professionals Think in Action
Checkoway, B., & Schon, D. A. (1985) · Journal of Policy Analysis and Management · doi:10.2307/3324262 · Cited by 21,268
A Dynamic Theory of Organizational Knowledge Creation
Nonaka, I. (1994) · Organization Science · doi:10.1287/orsc.5.1.14 · Cited by 17,809
Toward a knowledge-based theory of the firm
Grant, R. M. (1996) · Strategic Management Journal · doi:10.1002/smj.4250171110 · Cited by 16,157
The Knowledge-Creating Company
Nonaka, I. (1998) · The Economic Impact of Knowledge · doi:10.1016/b978-0-7506-7009-8.50016-1 · Cited by 14,619
The theory of the growth of the firm
Penrose, E. (1996) · Long Range Planning · doi:10.1016/s0024-6301(96)90295-2 · Cited by 13,770
The Knowledge-creating company: How Japanese companies create the dynamics of innovation
(1997) · Research Policy · doi:10.1016/s0048-7333(97)80234-x · Cited by 13,156
POLANYI, M. (1997) · Knowledge in Organisations · doi:10.1016/b978-0-7506-9718-7.50010-x · Cited by 12,408
Working knowledge: how organizations manage what they know
(1998) · Choice Reviews Online · doi:10.5860/choice.35-5167 · Cited by 10,802
Personal Knowledge: Towards a Post-Critical Philosophy
Reid, L. A., & Polanyi, M. (1959) · British Journal of Educational Studies · doi:10.2307/3119338 · Cited by 7,538
National Systems of Innovation: Toward a Theory of Innovation and Interactive Learning
(2010) · Anthem Press eBooks · doi:10.7135/upo9781843318903 · Cited by 6,032
Cited by
Knowledge management enablers: a case study
Yeh, Y., Lai, S., & Ho, C. (2006) · Industrial Management & Data Systems · doi:10.1108/02635570610671489 · Cited by 365
Role of leadership in knowledge management: a study
Singh, S. K. (2008) · Journal of Knowledge Management · doi:10.1108/13673270810884219 · Cited by 326
Knowledge management and measurement: a critical review
A.F. Ragab, M., & Arisha, A. (2013) · Journal of Knowledge Management · doi:10.1108/jkm-12-2012-0381 · Cited by 323
Strategic Knowledge Management, Innovation, and Performance
Maroofi, F. (2014) · Advances in Information Quality and Management · doi:10.4018/978-1-4666-5888-2.ch462 · Cited by 293
Metadata
- Authors
- Storey, J., & Barnett, E.
- Venue
- Journal of Knowledge Management
- Publisher
- Emerald
- Published
- 2000-06-01
- Volume
- 4
- Issue
- 2
- Pages
- 145-156
- ISSN
- 1367-3270 (ISSN-L)
- OpenAlex
- W2069530449
- Cited by
- 451
- References
- 38
- FWCI
- 68.84
- Type
- journal article
- Language
- en
- Open access
- closed
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Contains information from the Semantic Scholar Academic Graph Datasets, made available under the ODC Attribution License (ODC-BY 1.0).
Semantic Scholar’s data is described in: Kinney, R., et al. (2023). The Semantic Scholar Open Data Platform. arXiv:2301.10140.