Barriers to effective knowledge management: Action research meets grounded theory

Published date01 December 2001
Date01 December 2001
Pages21-36
DOIhttps://doi.org/10.1108/13287260180000764
AuthorDavid G. Wastell
Subject MatterInformation & knowledge management
Journal of Systems & Information Technology 5(2)
21
BARRIERS TO EFFECTIVE KNOWLEDGE MANAGEMENT:
ACTION RESEARCH MEETS GROUNDED THEORY
David G. Wastell
Information Systems Institute, Salford University, Manchester, M5 4WT,
UK
D.Wastell@salford.ac.uk
ABSTRACT
Although many kno wledge man agement (KM) initiatives are
known to miscarry, there has been relative little critical, in-depth research
into the causes of failure. In this paper, an action research (AR) project is
described in a major motor manufacturer (WWM) focusing on one of their
key knowledge processes (Design for Manufacturab ilty) which was regarded
as dysfunctional. The paper has two aims: to explo re the substantive factors
underlying this malaise, and to demonstrate how the rigour and
respectability of AR as a research tool can be streng thened by the use of
grounded theory (GT) methodology. Using the latter, a model was prod uced
relating the e ffectiveness of the DFM process to a set of success factors.
These factors resonate with key issues described in previous KM research,
namely th e need for a shared knowledge repository, a formal KM process,
and a culture disposed towards knowledge sharing and re-use. The model
provided a rigorous platform for designing interventions to improve the
DFM process. Whilst technica l changes (creating infrastructure, defining
process) are readily feasible, bringing about cultural change is less
tractable and process improvements in WWM ha ve tended to focus more on
the fo rmer than the latter. As well as providing generalisable insights into
KM success and failure, the paper also demonstrates the valuable role that
GT can make in informing the design of organisational interventions, in
evaluating their impact, a nd in adding rigour to the theory generation
dimension of AR.
INTRODUCTION
In an increasingly challenging and competitive business environment, knowledge
is seen by organisations across both the private and public sectors as the key to survival
and success. Although initiatives to develop and exploit knowledge resources are
becoming more-and-more commonplace (Davenport, 1998; Swan et al, 1999), many of
these projects are unsuccessful (Ulriche and Boland, 2000) with failure rates of over
80% being quo ted by some authors (Storey and Barnett, 2000). The issue of failure has
become the subject of a growing corp us of academic research. Several high level

To continue reading

Request your trial

VLEX uses login cookies to provide you with a better browsing experience. If you click on 'Accept' or continue browsing this site we consider that you accept our cookie policy. ACCEPT