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Strategically integrating knowledge management initiatives

Joseph E. McCann (Joseph E. McCann III, Dean and Professor of Management, John H. Sykes College of Business, The University of Tampa, Tampa, Florida, USA (jmccann@ut.edu).)
Marilyn Buckner (Marilyn Buckner, President, National Training Systems, Atlanta, Georgia, and Past President of the Human Resource Planning Society (DrBuckner@aol.com).)

Journal of Knowledge Management

ISSN: 1367-3270

Article publication date: 1 February 2004

4303

Abstract

Despite continued interest in knowledge management (KM) initiatives that leverage an organization’s intellectual capital in the marketplace, several issues make it difficult for KM to deliver its full potential. Two barriers are identified and discussed – conceptual barriers and cultural barriers. Both are significant and best managed when there is an integrative conceptual model to guide the design and implementation of KM initiatives. An integrative model is proposed that focuses on how knowledge is assessed and valued, externally acquired and/or internally built, shared and retained, and applied to new products and services. Results from an exploratory survey using the model are reported for 222 organizations spanning ten industries, including identifying several specific KM practices in the highest performing organizations. Results clearly indicate that KM initiatives, while promising, do require significant further development to maximize their potential impact. Recommendations are offered for further research and practice.

Keywords

Citation

McCann, J.E. and Buckner, M. (2004), "Strategically integrating knowledge management initiatives", Journal of Knowledge Management, Vol. 8 No. 1, pp. 47-63. https://doi.org/10.1108/13673270410523907

Publisher

:

Emerald Group Publishing Limited

Copyright © 2004, Emerald Group Publishing Limited

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