Toward a Comprehensive Framework of the Causes of Knowledge Management Success or Failure - a Comparative Case Study

Knowledge management (KM) initiatives have been implemented with diverse results in many organizations. Although there has been substantial inquiry into the conditions for KM success or failure, prior findings need careful systematization before engaging into rigorous empirical investigation. Theory development is still emergent; interesting ideas can be found dispersedly, but signs of comprehensive, convergent theory are rather weak. Thus, the relevant literature can meet at the concept of ‘knowledge-leveraging processes’, the (at least desirable) ‘essence’ of KM interests. Accordingly, in order to tackle the deepest causes of KM outcomes, complex, underlying knowledge-related organizational dynamics ought to be considered. In this paper, a qualitativemethod based, exploratory case-supported comparison of two contrasting KM experiences is provided. After an integrated discussion of both cases, a comprehensive framework is tentatively suggested, encompassing a number of key issues for KM (project) effectiveness. Future research is needed to develop this framework and undertake further empirical analyses.