D.B.A.  Baker College (Michigan), 2019.
Specialization:  Management

Workforce challenges to a knowledge management initiative implementation
114 pages. UMI #: 13878482
Citation, Abstract & Full text in ProQuest Dissertations & Theses Database

There is currently a lack of research addressing the issues that occur within an organization during the implementation stage of a knowledge management initiative. The theoretical foundation was based on Barrett-Pugh, Kennett, and Bahn, who identified several barriers to the effective implementation of a knowledge management initiative. The research questions addressed the specific issues encountered when implementing a knowledge management initiative: information that organizational leadership must address the issues that arise during the implementation of a knowledge management initiative, how organizational structure affects the effectiveness of a knowledge management initiative, and the commitment exhibited by the leadership team during the implementation. The purpose of this qualitative case study was to use interviews to gather the observations of company executives, from a diverse variety of industries in Michigan, about the implementation of their organization’s knowledge management initiative. The sample size was 17. The results of the study indicated that there were deficiencies in communication and teamwork, a negative influence of various organizational structures, and problematic interactions between processes, along with the positive affects of employee rewards and recognition programs. The significance of the study was the addition of supplemental information that will benefit the leadership of any organization, about issues involving the implementation of a knowledge management initiative.

• Bernice Folz, Ph.D., Chair
• Helen Bojarczyk, Ph.D.
• Peggy Houghton, Ph.D.