Case study on knowledge‐management gaps

Abstract

Purpose

To propose a holistic framework for understanding the “knowledge‐management (KM) gap” – illustrating six types of gaps that might occur within KM activities.

Design/methodology/approach

The content‐analytical approach with the thematic analysis was implemented in the study. Through an in‐depth interview with the top managers of two firms, explores the causes of these gaps and fundamental approaches to bridging these gaps.

Findings

This study identifies a comprehensive set of factors that could potentially impact the magnitude and direction of these gaps and the corrective actions to enhance the success of the implementation of the KM system.

Research limitations/implications

The study has done in‐depth interviews with only two firms and five companies. The results may need to be validated by a robust survey. Reasons for these gaps and several fundamental approaches to avoid them are presented.

Practical implications

This framework is expected to provide a convenient way to audit KM gaps and, thus, enterprises can make corrections and adjustments accordingly to greatly enhance their chances of success while implementing the KM system.

Originality/value

Proposes an innovative framework of “KM gaps” to fully illustrate the management gaps that might occur during the implementation of KM. Furthermore, the actions to reduce the misfit between the capability and implementation of KM systems are also demonstrated.

Citation

Lin, C., Yeh, J. and Tseng, S. (2005), "Case study on knowledge‐management gaps", Journal of Knowledge Management, Vol. 9 No. 3, pp. 36-50. https://doi.org/10.1108/13673270510602755