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This study shows how 152 researchers from several research centers of a Portuguese university perceive the facilitators and barriers to knowledge management. Three domains are considered – knowledge gathering, creation, and diffusion. Three dimensions of barriers and facilitators were considered – individuals, socio‐organizational processes, and technology. Regarding both barriers and facilitators, but mainly barriers, the findings suggest that researchers are more sensitive to the “soft” aspects of knowledge management (i.e., individuals, socio‐organizational processes) than to the “hard” ones (i.e., technology). This suggests that, although technology is an important facilitator, it is people and their interactions that create knowledge and promote the knowledge flow.

This study aims to understand how open innovation (OI) environments can help organizations in implementing knowledge sharing (KS) practices defusing KS barriers.

An in-depth case study analysis on the strategic technology and innovation management (STIM) consortium at the Institute of Manufacturing of the University of Cambridge was performed during the 2019 and 2020 STIM program editions. To analyze data, this paper used the interpretive structural model on a sample of 20 managers participating in the STIM consortium, and this paper carried out an exploratory in-depth case study analysis to validate the results.

The findings shed light on the role of OI environments in defusing KS barriers in the process of inter-organizational KS.

Notwithstanding the importance of KS practices among organizations, only a few studies have recognized and investigated the role played by OI arrangements in enhancing KS practices.

This paper aims to build on existing theory of knowledge sharing barriers (KSBs) by exploring the concept in the relatively under-researched context of social service not-for-profit organisations.

In this study, case study methodology was used. Practitioner staff members took part in online questionnaires, followed by semi-structured interviews with line management and middle management staff. Secondary sources from the case study organisation were also used in the analysis. The analysis of questionnaire responses alongside responses from semi-structured interviews is compared with extant research into KSBs.

The findings of this study highlight the need to re-examine the KSBs identified in the literature to reflect contexts beyond the private sector. Common barriers were identified, but some found in the case study organisation did not neatly fit into the existing definitions of KSBs. An updated list of KSBs to reflect this social service not-for-profit context is presented.

Case studies are often not generalisable; however, the KSB list developed here could be further explored and tested in other third sector organisations.

The research raises the question of applicability of current knowledge management (KM) theory and lexicon in the third sector and social care environment.

This study provides an insight into KM applicability in a third sector context, which is a relatively under-developed research area.

A research study has been undertaken at the University of South Australia to introduce application of lessons learned process in construction contractors ' bidding process in the context of knowledge management. The study aims to identify barriers to effectively capture lessons learned in Australian construction industry and how knowledge management can benefit from lessons learned application.

The research study has been undertaken through conducting a “methodological triangulation” and “interdisciplinary triangulation”. This involved an extensive literature review of knowledge management, organisation learning, lessons learned and associated processes and administration of a questionnaire to a sample of construction contractors operating in Australia to elicit opinions on the main barriers to capturing lessons learned, practices such as existence and retention of documentation procedures. A total of 81 useable responses were received from 450 organisations. Response data were subjected to descriptive and inferential statistics with correlation analysis to examine the strength of relationship among the barriers.

The top-3 barriers to the effective capturing of lessons learned were “lack of employee time”, “lack of resources” and “lack of clear guidelines”, whereas, “lack of management support” was the least ranked barrier. The study established that despite the majority of the ACCs having formal procedures for recording the tenders submitted and their outcomes, only a minority actually retained the lessons learned documentation for each project. The larger contractors were found to be more aware of the importance of lessons learned documentation. A comparative analysis with previous studies also found a disparity in the ranking of the barriers.

The majority of the participants were small construction contractors in Australia. The reason is that the researchers were not aware of the contractors ' size prior to inviting them for participation in the research study. Second the findings may not generalize to other industries or to organisations operating in other countries.

The findings of this survey help ACCs to understand the importance of lessons learned documentation as part of lessons learned implementation and identify the barriers to effectively document their lessons learned. The study provides insights on the barriers and proposes advocated solutions in form of drivers and enablers (critical success factors) of organisational learning capturing among the Australian construction contractors. By reviewing the current literature, “post-project reviews” and “lessons learned” as important elements of organisation learning knowledge transfer, are addressed. Finally, contribution of this study to knowledge and practice has been discussed in this paper.

Universities need to manage their knowledge assets, and, to work creatively to maximize the enablers and minimize the barriers associated with knowledge management processes. This research offers a comparative perspective on knowledge management in universities in two countries whose university sectors are at different stages of their development, South Africa and Mauritius.

Semi-structured interviews were conducted with expert informants from 10 high-ranking universities in Mauritius and South Africa, who held senior roles in research and its management within their respective universities

Both enablers and barriers (eandb) were evident in relation to: strategies and policies, organizational structures, rewards and incentives, culture, technology, leadership, human resources, resources and funding, and university-industry linkages, although the significance of these eandbs varied between the three knowledge processes, knowledge creation, knowledge sharing and knowledge transfer. Overall, Mauritius, with a less developed university sector, faced more challenges in respect of knowledge management than did South Africa.

This study's theoretical contribution is a holistic framework for enabling KM in universities on the basis of a mapping between KM eandb's and KM processes. This comparative country level study, embracing a number of universities, offers insights into national policy, and cultural expectations that influence the extent and nature of barriers and enablers to effective KM. The insights offered by this study will be valuable for Mauritius and South Africa, and also for universities in other countries.

The purpose of this paper is to present the main barriers, practices, methods and knowledge management tools in startups that are characterized as agile organizations with dynamic capabilities to meet the demands of a business environment of high volatility, uncertainties, complexity and ambiguity.

The conceptual basis of the research focused on the triad: agile organization, dynamic capabilities and knowledge management. Field research began by interviewing experts to identify the barriers, practices, methods and knowledge management tools in startups. Based on the theoretical review, on the desk research and on the result of interviews with experts, a quantitative research was carried out with the leading startups coworking of São Paulo city. The obtained data made it possible to develop descriptive analyses and run linear regressions and cluster analysis for exploratory research.

Startups with higher maturity in innovation level, solution development level, and scalability development level, present a higher degree of utilization of the practices, methods and tools dedicated to knowledge management.

It is expected that results of the research presented in detail will be able to illustrate concrete examples of practices, methods, and knowledge management tools for large established companies seeking the organizational agility of startups.

This study contributes to the identification of barriers, practices, methods and tools of management of knowledge in startups, through the conceptual triad: agile organization, dynamic capabilities and knowledge management.

The paper aims to identify and discuss barriers and facilitators to four processes implied in knowledge management (KM; acquisition, creation, sharing, and transfer). Technological, socio‐organizational, and individual barriers and facilitators are considered.

A literature review was carried out. Four databases (ISI Web of Science, EBSCO, Emerald, and ProQuest) were used for identifying relevant papers. The search covered the time period between January 1985 and August 2010.

Factors affecting the four KM processes involve some form of social capital and the interaction between technology and users' needs and activities. In addition to technology and social capital variables, other factors such as leadership, performance‐oriented culture, training and development practices, and T‐shaped skills emerged as relevant for KM processes. The authors conclude that KM thrives in positive organizational contexts and fails when the infrastructure establishing positive contexts is absent.

A hybrid positive approach (adopting the “positive deviance” lens of positive organizational scholarship without neglecting the negative features of organizational life) is adopted. The authors argue that the strategies to fight negative features of organizational life for improving KM processes are potentially different from those seeking to promote positive qualities with the same aim. A fruitful perspective for studying and improving KM processes may be to look for the constructive tension emerging from positive and negative features of organizational life. In short: only by advancing positivity and removing negativity may KM flourish.

The food industry is crucial in delivering healthy products for life saving of the society. The identification of key barriers of knowledge management (KM) is desired to enhance the sustainability of the industry. KM has been seen as a part of sustainable development by reducing the bullwhip effect in the entire supply chain. The core objective of the existing research is to prioritize the essential factors of KM adoption in sustainable supply chain (SSC) based on fuzzy analytical hierarchy process (FAHP) method.

In order to fulfill objectives of this study, an extensive review of literature and a questionnaire-based field visits were conducted. A total of five major barriers categories and 22 sub-barriers categories were identified in food sector of Pakistan using experts' inputs. This study employed fuzzy analytical hierarchy process (FAHP).

Managerial barriers, innovation and technological barriers categories are found to be highly prioritized among others. Further, the sensitivity analysis is applied to check the incremental changes of ranked barriers. This prioritization of barriers and incremental changes in them is expected to serve food sector for long-term sustainability and competitive advantage for importers and exporters. Finally, the findings of this research are very helpful for industrial experts, practitioners, consultants and government officials in effectively developing policies regarding KM adoption in line with sustainable goals.

The present work is conducted in the Pakistani context; however, the benchmark model may be tested and applied to other developing countries to compare the outcomes. For further research, the identified barriers may also be evaluated to establish their inter-relationships, using ISM, DEMATEL, ANP, etc. Similarly, the results of this study can also be compared with that of other fuzzy multi-criteria techniques like fuzzy TOPSIS, fuzzy VIKOR, fuzzy ELECTRE, fuzzy PROMETHEE, or fuzzy VIKOR.

This research study can facilitate policymakers, government bodies, stakeholders and supply chain professionals to recognize the key barriers they may encounter in adopting KM practices in their SSC. Additionally, this work helps managers to evaluate the identified barriers by computing their relative importance in adopting KM practices at managerial levels like strategically, tactically and operationally activities in business. This study also facilitates industrial management in formulating policies and action plans in case of implementation, eliminating the barriers in adoption of KM, and SSC successfully.

Few research studies were conducted on KM adoption in industries of China, India, Turkey, Saudi Arabia and Malaysia, but due to workforce diversity these industries have dissimilar views of experts about KM adoption. This study significantly contributed to fill the existing literature gap for prioritization of key barriers against KM implementation in Pakistani context.

The paper aims at identifying knowledge sharing barriers and enablers in an interorganizational setting at different levels of units. For this purpose, the interorganizational setting of Peshawar Bus Rapid Transit project in Pakistan is examined.

This study adopts an exploratory single case study approach. The empirical data comprise semi-structured interviews and archival documents. Thematic analysis is used for analyzing the data.

The findings identify distinct knowledge sharing barriers and enablers at different level of units (individual, team, organizational and interorganizational). Based on the findings, an integrative framework of knowledge sharing barriers, enablers, and levels of units is proposed. Furthermore, the findings provide guidance to managers as the findings show how different knowledge sharing barriers and enablers are important at different levels of units.

This study novelty lies in determining separate sets of knowledge sharing barriers and enablers at different level of units in an interorganizational project. This study contributes to the literature on knowledge sharing by studying an interorganizational project.

This study aims to explore the moderating effect of communication barriers (CBs) on the relationship between knowledge sharing barriers (KSBs) and knowledge management (KM), considering the two enablers, technology and organizational culture, in the project context.

The authors adopted survey-based research approach. The data were analyzed using partial least squares structural equation modeling (PLS-SEM), applying the SmartPLS 3.0 software.

The results show the significant and positive effect of both enablers (culture and technology) on KM. Furthermore, the authors identify significant relationship between KSBs and communications barriers. Finally, it elucidated the moderate effect of CBs.

The data are cross-sectional rather than longitudinal, which limits temporal interpretations of the associations between exploitative and exploratory learning and innovative strategies.

The results can guide organization toward cultural and technological issues supporting KM. Moreover, for project managers and practitioners it shows the importance to avoid communications barriers, driving efforts and resources to manage the flow of information efficiently, developing communication processes that integrate the project team and reducing CBs.

The study reveals complex paths that organizations take toward KM. The research findings show how CBs play a critical moderating role in the relationship between KSBs and KM.