The reward effect: a case study of failing to manage knowledge

This article describes an organization that took great interest in the idea of knowledge management and launched such initiatives. Despite the success of five KM projects during the years 2000 to 2002, senior management decided to discontinue all such initiatives. The purpose of this article is to examine the reasons for such a phenomenon.

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Year of publication:	2004
Authors:	Gal, Yoav
Published in:	Journal of Knowledge Management. - Emerald Group Publishing Limited, ISSN 1758-7484, ZDB-ID 2009195-3. - Vol. 8.2004, 2, p. 73-83
Publisher:	Emerald Group Publishing Limited
Subject:	Organizational processes \| Information exchange \| Knowledge management

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Type of publication:	Article
Type of publication (narrower categories):	case-report
Language:	English
Other identifiers:	10.1108/13673270410529127 [DOI]
Source:	Other ZBW resources

Persistent link: https://www.econbiz.de/10014879615