Abstract:
This study seeks to answer the question as to why knowledge management (KM)
initiatives adopted by organizations are not successful. By observing the fact that,
employees are reluctant to engage in KM activities even if hard or the technological
KM antecedents are appropriately in place, the above problem was conceptualized as
the issue of the soft KM antecedents. Consequently, based on the existing literature,
it is argued that, organizational practices (i.e. Teamwork, Rewards and Continuous
Learning) positively influence employee propensity to engage in KM activities.
The empirical survey was undertaken by using a sample of 207 individuals in Sri
Lankan knowledge-based organizations. Data of the survey was analyzed with Partial
Least Squares (PLS) approach. The result showed that all the selected organizational
practices - practices of teamwork, rewards for KM, and continues learning - were
positively related to the employee propensity to engage in KM activities. Accordingly,
it is concluded that failure of organizations attempt to manage soft antecedents
appropriately is the reason as to why the KM initiatives fail even if they manage
technological antecedent well.
This study illustrates implications for the HR pragmatists by providing basic guidelines
to develop more appropriate organizational practices such as compensation practices
which include KM related incentives, team-based job design approach and etc. that
will help them in their journey towards managing the knowledge.
