{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2026,2,7]],"date-time":"2026-02-07T22:17:44Z","timestamp":1770502664815,"version":"3.49.0"},"reference-count":17,"publisher":"Emerald","issue":"4","license":[{"start":{"date-parts":[[2003,10,1]],"date-time":"2003-10-01T00:00:00Z","timestamp":1064966400000},"content-version":"tdm","delay-in-days":0,"URL":"https:\/\/www.emerald.com\/insight\/site-policies"}],"content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":[],"published-print":{"date-parts":[[2003,10,1]]},"abstract":"<jats:p>This paper reports on the results of a qualitative study of middle managers\u2019 perceptions of knowledge management (KM) implementation in NZ organizations. Data were collected in a survey of 71 attendees of a KM presentation. The data were analyzed using qualitative coding principles. Two core issues were examined \u2013 barriers and drivers of KM. Subcategories under barriers were primarily concerned with factors internal to the organization such as organizational culture, leadership, and education. Drivers were mostly external to the organization and included competition, peer pressure, and the need for increased productivity. The results indicate that the way managers manage themselves and their organizations are perceived to be the biggest barriers to KM implementation.<\/jats:p>","DOI":"10.1108\/13673270310492930","type":"journal-article","created":{"date-parts":[[2003,9,30]],"date-time":"2003-09-30T16:54:26Z","timestamp":1064940866000},"page":"38-48","source":"Crossref","is-referenced-by-count":74,"title":["Perceptions of knowledge management: a qualitative analysis"],"prefix":"10.1108","volume":"7","author":[{"given":"David","family":"Mason","sequence":"first","affiliation":[]},{"given":"David J.","family":"Pauleen","sequence":"additional","affiliation":[]}],"member":"140","reference":[{"key":"key2020120807554164500_b1","unstructured":"Alavi, M. and Leidner, D.E. (2001), \u201cReview: Knowledge management and knowledge management systems: conceptual foundations and research issues\u201d, Management Information Systems Quarterly, Vol. 25 No. 1, pp. 107\u201036."},{"key":"key2020120807554164500_b2","unstructured":"Ambrosio, J. (2000), \u201cKnowledge management mistakes\u201d, Computer World, 3 July."},{"key":"key2020120807554164500_b3","unstructured":"Binney, D. (2002), \u201cThe knowledge management spectrum: the human factor\u201d, in Coakes, E., Willis, D. and Clarke, S. (Eds), Knowledge Management in the SocioTechnical World, Springer\u2010Verlag, London, pp. 17\u201029."},{"key":"key2020120807554164500_b4","unstructured":"Bhatt, G.D. (2001), \u201cKnowledge management in organizations: examining the interaction between technologies, techniques, and people\u201d, Journal of Knowledge Management Vol. 5 No. 1, pp. 68\u201075."},{"key":"key2020120807554164500_b5","doi-asserted-by":"crossref","unstructured":"Bhatt, G.D. (2002), \u201cManagement strategies for individual knowledge and organizational knowledge\u201d, Journal of Knowledge Management, Vol. 6 No. 1, pp. 31\u20109.","DOI":"10.1108\/13673270210417673"},{"key":"key2020120807554164500_b6","unstructured":"Chauvel, D. and Despres, C. (2002), \u201cA review of survey research in knowledge management: 1997\u20102001\u201d, Journal of Knowledge Management, Vol. 6 No. 3, pp. 207\u201023."},{"key":"key2020120807554164500_b7","unstructured":"Clarke, T. and Rollo, C. (2001), \u201cCorporate initiatives in knowledge management\u201d, Education and Training, Vol. 43, No. 4\/5, pp. 206\u201014."},{"key":"key2020120807554164500_b8","unstructured":"Davenport, T.H. and Prusak. L. (1998), Working Knowledge: How Organizations Manage What They Know, Harvard Business School Press, Boston, MA."},{"key":"key2020120807554164500_b9","unstructured":"Dey, I. (1993), Qualitative Data Analysis, Routledge, London."},{"key":"key2020120807554164500_b10","unstructured":"Mazzie, M. (2000), \u201cKey challenges facing the evolution of KM\u201d, in Kanti Srikantaiah, T. and Keonig, M. (Eds), Knowledge Management for the Information Professional, ASIS Monograph Series, Information Today, Inc. Medford, NJ, pp. 99\u2010115."},{"key":"key2020120807554164500_b11","unstructured":"Pemberton, J. and Stonehouse, G. (2002), \u201cThe importance of individual knowledge in developing the knowledge\u2010centric organization\u201d, in Coakes, E., Willis, D. and Clarke, S. (Eds), Knowledge Management in the SocioTechnical World, Springer\u2010Verlag, London, pp. 77\u201090."},{"key":"key2020120807554164500_b12","unstructured":"Prusack, L. (1998), as cited in Koenig, M. and Kanti Srikantaiah, T. (2000), \u201cThe evolution of knowledge management\u201d, in Kanti Srikantaiah, T. and Keonig, M. (Eds), Knowledge Management for the Information Professional, ASIS Monograph Series, Information Today, Inc. Medford, NJ, pp. 23\u201036."},{"key":"key2020120807554164500_b13","unstructured":"Thomas, J.C., Kellog, W.A. and Erickson, T. (2001), \u201cThe knowledge management puzzle: human and social factors in knowledge management\u201d, IBM Systems Journal, Vol. 40 No. 4, pp. 863\u201084."},{"key":"key2020120807554164500_b14","unstructured":"Senge, P.M. (1990), The Fifth Discipline, Doulbeday, New York, NY."},{"key":"key2020120807554164500_b15","unstructured":"Sveiby, K. (2001), \u201cWhat is knowledge management?\u201d, available at: http:\/\/www.sveiby.com\/articles\/KnowledgeManagement.html, accessed September, 2002."},{"key":"key2020120807554164500_b16","unstructured":"Wiig, K. 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