An analysis of a failed knowledge management project.

• Main Author: Lim, Siew Chen.
• Other Authors: Alton Chua Yeow Kuan
• Format: Theses and Dissertations
• Language: English
• Published: 2009
• Subjects: DRNTU::Library and information science::Knowledge management
• Online Access: http://hdl.handle.net/10356/19258
• Institution: Nanyang Technological University

With the intense market condition and a competitive drive to always maintain as the market leader, more and more organizations are taking great interest in the area of knowledge management and deploying knowledge management initiatives. Studies had shown that a successful knowledge management project can bring about positive growth to the company. If deployed successfully, the project would also enable the organization to effectively acquire access and apply knowledge gained to create more success stories. However, not all knowledge management projects deployed are successful. Studies had shown that projects failure rate is as high as 77% in UK and 83% in USA (The Antidote, 2000). While the high percentage reported is alarming, there is a lack of reports sharing the experiences of failed knowledge management projects. This may be due to organizations being fearful of sharing failures in view of the negative publicity that may be associated to it.