Identifying the Challenges and Opportunities of Implementing Knowledge Management Systems in Multinational Firms
Keywords:
Knowledge Management Systems, multinational firms, qualitative research, organizational barriers, cross-cultural management, NVivo, knowledge sharing, implementation challengesAbstract
This study aimed to identify and analyze the organizational, technological, and strategic challenges and opportunities associated with
implementing Knowledge Management Systems (KMS) in multinational firms operating in Tehran. A qualitative research design was
employed using semi-structured interviews to capture the lived experiences of individuals involved in KMS implementation. Twenty
participants, including managers, IT coordinators, and knowledge officers from various multinational corporations in Tehran, were selected
through purposive sampling. Data collection continued until theoretical saturation was achieved. All interviews were transcribed, translated,
and thematically analyzed using NVivo software. Thematic coding followed Braun and Clarke’s six-phase framework to identify patterns and
insights grounded in participant narratives. Thematic analysis revealed three overarching categories: organizational challenges, technological
barriers, and strategic opportunities. Key organizational challenges included resistance to change, cultural misalignment, and knowledge
silos, while technological barriers encompassed system incompatibility, poor data quality, and access limitations. Participants also highlighted
several strategic opportunities of KMS, such as enhanced cross-border collaboration, innovation enablement, and improved decision-making.
Trust, alignment with local contexts, and system usability emerged as critical factors influencing user engagement and system effectiveness.
The findings underscore that KMS implementation in multinational firms is a socio-technical endeavor shaped by contextual, cultural, and
operational dynamics. While significant barriers exist, tailored design, strategic alignment, and user-centric approaches can transform KMS
into enablers of innovation and competitive advantage. These insights inform both theory and practice by offering a grounded understanding
of the factors that shape successful KMS adoption in global organizations.
Downloads
References
Ajmal, M. M., Helo, P., & Kekäle, T. (2010). Critical factors for knowledge management in project business. Journal of Knowledge
Management, 14(1), 156–168. https://doi.org/10.1108/13673271011015598
Alavi, M., & Leidner, D. E. (2001). Review: Knowledge management and knowledge management systems: Conceptual
foundations and research issues. MIS Quarterly, 25(1), 107–136. https://doi.org/10.2307/3250961
Ali, M., Ali, M., & Badghish, S. (2019). Symbiosis of knowledge management and information systems: A key to competitive
advantage. Journal of Business Research, 94, 232–248. https://doi.org/10.1016/j.jbusres.2018.02.014
Chatti, M. A., Jarke, M., & Frosch-Wilke, D. (2007). The future of e-learning: A shift to knowledge networking and social software.
International Journal of Knowledge and Learning, 3(4–5), 404–420. https://doi.org/10.1504/IJKL.2007.016702
Davenport, T. H., & Prusak, L. (2000). Working knowledge: How organizations manage what they know. Harvard Business
Press.
De Long, D. W., & Fahey, L. (2000). Diagnosing cultural barriers to knowledge management. Academy of Management
Perspectives, 14(4), 113–127. https://doi.org/10.5465/ame.2000.3979820
Jasimuddin, S. M., & Zhang, Z. (2011). Transferring stored knowledge and storing transferred knowledge. Information Systems
Management, 28(1), 84–94. https://doi.org/10.1080/10580530.2011.536967
Jennex, M. E., & Olfman, L. (2005). Assessing knowledge management success. International Journal of Knowledge
Management, 1(2), 33–49. https://doi.org/10.4018/jkm.2005040103
Massingham, P. (2014). An evaluation of knowledge management tools: Part 1–Managing knowledge resources. Journal of
Knowledge Management, 18(6), 1075–1100. https://doi.org/10.1108/JKM-11-2013-0449
Riege, A. (2005). Three-dozen knowledge-sharing barriers managers must consider. Journal of Knowledge Management, 9(3),
18–35. https://doi.org/10.1108/13673270510602746
Shujahat, M., Hussain, S., Javed, B., & Nawaz, F. (2019). Transforming knowledge management practices through process
innovation: A study of emerging economies. Technological Forecasting and Social Change, 146, 653–663.
https://doi.org/10.1016/j.techfore.2019.06.024
Sun, P. Y. T., & Scott, J. L. (2005). An investigation of barriers to knowledge transfer. Journal of Knowledge Management, 9(2),
75–90. https://doi.org/10.1108/13673270510590236
Zhang, J., Lee, J. Y., & Wang, Y. (2020). Managing knowledge in global supply chains: Knowledge management enablers and
processes. International Journal of Production Economics, 219, 152–162. https://doi.org/10.1016/j.ijpe.2019.07.014
Zhou, A. Z., & Fink, D. (2003). The intellectual capital web: A systematic linking of intellectual capital and knowledge
management. Journal of Intellectual Capital, 4(1), 34–48. https://doi.org/10.1108/14691930310455236
Downloads
Published
Submitted
Revised
Accepted
Issue
Section
License
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.
