Lesson learned: organizational realities influence KMS implementation

Abstract

PurposeThis case study aims to describe the lessons learned from the implementation of a Lessons Learned Knowledge Management System (LLKMS) at Global Safety Assistance (GSA), a US Department of Defense contractor working in support of a global security initiative.Design/methodology/approachThe case study was designed around five related objectives to examine the knowledge integration and transfer processes of GSA. Schwandt's Organizational Learning Systems Model (OLSM) was used to conceptualize the study and inform the findings. The OLSM describes the organizational transformation process whereby information is converted into useful knowledge. The authors worked collaboratively with GSA staff to gather observations about GSA knowledge integration strategies and their relative effectiveness through semi‐structured interviews, participant observation, and the analysis of internal documents.FindingsGSA's LLKMS implementation strategy attempted to simultaneously change organizational culture, individual behavior, group communication patterns, and technology use. This strategy inhibited the implementation of the LLKMS because it underestimated the impact of key organizational realities such as the silo structure, existing communication patterns and information sharing processes, and critical elements of the organizational culture.Originality/valueThis paper discusses GSA's implementation strategy, identifies specific challenges resulting from the attempt to simultaneously change multiple organizational processes and individual behaviors, and provides practical recommendations for future LLKMS implementations.

Exploration Participants Engagement in Organisational Knowledge Sharing

“…Lessons Learned systems are designed to enhance the capability of organisations to identify and capture valuable lessons learned through project activities (Burley and Pandit, 2008). The purpose of a lessons learned system is not to share failure stories, but to disseminate experiences.…”

Lessons from the business sector for successful knowledge management in health care: A systematic review

“…Information overload can also pose a barrier to effective KM [49,88,91]. Individuals themselves can be barriers to effective KM if they are unqualified, inappropriate authorities (such as individuals who are in a position of power without the appropriate KM training, understanding of its purpose, etc.…”

“…At the individual level , change, whether in management, ownership, or employee turnover, can be a source of distress and as such a barrier to KM [ 37 , 61 , 85 , 91 ]. Information overload can also pose a barrier to effective KM [ 49 , 88 , 91 ]. Individuals themselves can be barriers to effective KM if they are unqualified, inappropriate authorities (such as individuals who are in a position of power without the appropriate KM training, understanding of its purpose, etc.…”

“…Discussing problems, sharing, or thinking out loud may not come naturally to some, and as such can pose a personal challenge [ 93 ], which may also be detrimental to a KM system, since knowledge sharing is a fundamental component of KM. Individuals may lack motivation to implement a KM initiative because of minimal incentives/rewards, time, or desire [ 5 , 49 , 78 , 79 , 87 , 91 ]. In addition, the loss of a KM champion can devastate the initiative [ 84 ].…”

Learn, Change or Perish: A Paradigm Shift about Organisational Structure in the Public Sector Organisation of Bangladesh

“…In order to prevent such barriers arising, effective and open communication and information-sharing processes need to be utilised (Siciliano, 2016;Atkinson, 2006;Schutz, & Bloch, 2006). This includes providing opportunities for dialogue and feedback; taking steps to avoid information overload; and recognising and using various communication channels, including both formal and informal information-sharing processes, to ensure sharing of both tacit and explicit knowledge (Burley, & Pandit, 2008;Yeo, 2007b;Atkinson, 2006).…”