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Nowadays organizations have realized the importance of knowledge and knowledge management.  The organizations know that machines, equipments, and building cannot count as the most important properties of the organization. It is clear that the most important property of every organization is organizational knowledge and correct management of it will cause core competencies for the organization and also victory against the competitors. Of course knowledge and knowledge management both are important for an organization, but are all knowledge management efforts in the organizations successful? If knowledge management efforts fail in an organization, what are the main failure factors of this phenomenon? This paper attempts to answer this question by analyzing a failed case study in implementing a knowledge management system .

"Gareth Morgan (Porthcawl, Wales, 22 December, 1943) is a British / Canadian [organizational theorist]], management consultant and Distinguished Research Professor at York University in Toronto. He is known as creator of the "organisational metaphor" concept and writer of the bestsellers Images of Organization.[1], Imaginization: New Mindsets for Seeing, Organizing and Managing, Riding the Waves of Change and other books on management. He is also well known for his writings on social theory and research methodology, especially through his books Sociological Paradigms and Organizational Analysis (written with Gibson Burrell)and Beyond Method: Strategies for Social Research. The common theme uniting his work is that of challenging assumptions - to help develop new ways of thinking in social research, organization and management theory and practice, and, by implication, in everyday life."

A recent MIT study found that in one organization the employees with the most extensive personal digital networks were 7% more productive than their colleagues - so Wikis and Web 2.0 tools may indeed improve productivity. In the same organization, however, the employees with the most cohesive face-to-face networks were 30% more productive.

The Center for Evidence-Based Management (CEBMa) is a non-profit member organization dedicated to promoting evidence-based practice in the field of management. We provide support and resources to managers, consultants, organizations, teachers, academics and others interested in learning more about evidence-based management.

"To truly embed innovation and agility, we have to be able to collaborate, work across boundaries within and between organizations, to bring together disparate experiences and perspectives, and to properly empower people to come up with ideas and make change happen. In other words, we have to build different corporate cultures and ways of working". Peter Cheese, CEO Chartered institute of Personnel and Development (CIPD) These elements are the "softer" side of agility. But they are also the most critical enablers of change and adaptation, and they are harder to understand and to put into effect, which is why they are so often underestimated or misunderstood.

A lot of organizations are struggling with what to do with a host of costly, high-maintenance technologies that they have introduced in the last decade, hoping these technologies would produce (a) improved internal productivity, and (b) better relationships with customers. They have achieved neither objective. So they're stuck with some very large and expensive lemons, three in particular:

The aim of this project is to enable organizations to improve the performance and business impact of their networks and communities by providing feedback and benchmarking against other firms and sectors.

Interview with the Godfather of Organisational Change Dr John Kotter

The Management 2.0 Hackathon, a joint collaborative effort by the MIX, Saba, and the Enterprise 2.0 Conference, was inspired by hacakathons in the world of software development. A management hackathon is a short, intense, coordinated effort to develop useful hacks-innovative ideas or solutions-that can be implemented by organizations to overcome barriers to progress and innovation.

"Knowledge can only be volunteered it cannot be conscripted. You can't make someone share their knowledge, because you can never measure if they have. You can measure information transfer or process compliance, but you can't determine if a senior partner has truly passed on all their experience or knowledge of a case. We only know what we know when we need to know it. Human knowledge is deeply contextual and requires stimulus for recall. Unlike computers we do not have a list-all function. Small verbal or nonverbal clues can provide those ah-ha moments when a memory or series of memories are suddenly recalled, in context to enable us to act. When we sleep on things we are engaged in a complex organic form of knowledge recall and creation; in contrast a computer would need to be rebooted. In the context of real need few people will withhold their knowledge. A genuine request for help is not often refused unless there is literally no time or a previous history of distrust. On the other hand ask people to codify all that they know in advance of a contextual enquiry and it will be refused (in practice its impossible anyway). Linking and connecting people is more important than storing their artifacts. Everything is fragmented. We evolved to handle unstructured fragmented fine granularity information objects, not highly structured documents. People will spend hours on the internet, or in casual conversation without any incentive or pressure. However creating and using structured documents requires considerably more effort and time. Our brains evolved to handle fragmented patterns not information. Tolerated failure imprints learning better than success. When my young son burnt his finger on a match he learnt more about the dangers of fire than any amount of parental instruction cold provide. All human cultures have developed forms that allow stories of failure to spread without attribution of blame. Avoidance of failure has greater evolutionary advantage than imitatio

APQC's Knowledge Management (KM) Capability Assessment Tool is a diagnostic that lets KM practitioners measure every aspect of their KM programs, from strategy and business case development to specific processes and technologies, and find out how they stack up against the competition. This white paper describes the assessment tool, the 12 categories in which participating organizations are measured, and how knowledge managers can leverage the assessment results to improve their strategic decision making.

Join the CGIAR, the Food and Agriculture Organization of the United Nations (FAO), the KM4Dev Community , the United Nations Children's Fund and the United Nations Development Programme in creating and growing this resource of knowledge sharing tools and methods. While these are applicable in a wide range of contexts, we hope that together we can help frame them in the context of international development with a focus on agriculture, fisheries, food and nutrition, forestry and sustainable development.

Pinterest is an online pinboard. Organize and share things you love.

An unconference is a participant-driven meeting. The term "unconference" has been applied, or self-applied, to a wide range of gatherings that try to avoid one or more aspects of a conventional conference, such as high fees, sponsored presentations, and top-down organization.