Abstract: Firms have invested heavily in knowledge
management (KM) with the aim to build a knowledge capability and
use it to achieve a competitive advantage. Research has shown,
however, that not all knowledge management projects succeed. Some
studies report that about 84% of knowledge management projects
fail. This paper has integrated studies on the impediments to
knowledge management into a theoretical framework. Based on this
framework, five cases documenting failed KM initiatives were
analysed. The analysis gave us a clear picture about why certain KM
projects fail. The high failure rate of KM can be explained by the
gaps that exist between users and management in terms of KM
perceptions and objectives