Post-implementation assessment of knowledge management programs at government organizations: The GSA Case

This paper examines the causes of failure in post-implementation of knowledge management programs at large government organizations, specially the case of the Goods and Services Agency (GSA) as knowledge management strategy embodies a long-standing scheme involving not only technology integration but also considerable investment in change management and business process design. This paper further suggests that KM programs and traditional government organizational structures often fail to deliver results in complex, multi-enterprise organizational structures because KM initiatives seek to transform their entire understanding of work processes, which causes workers to avoid utilizing KM systems effectively. Findings in this paper concludes that several elements contributed to the failure of implementation of KM programs at large government organizations, reasons seeing as; lack of strategic direction and/or leader ship, organizational environment and culture, the silo effect, and technology enabler and disabler, can greatly hindered KM initiatives.