Studies on knowledge management (KM) and its effect on organisational innovation and firm performance have been carried out and subsequently proven. However, the consequence is that KM programmes did not achieve the expected results that they were designed for. Considering the issue mentioned above, a KM shortfall and its underlying challenges seem to exist. The purpose of this study is to assess the current practices of KM, lesson learnt and KM challenges in Malaysian organisations from various types of industries.,The study was conducted with information gathered through a focus group of managers with different hierarchical levels, different types of companies, from multinational corporations to state organisations. This inductive approach was adopted to gain a grounded, rich, local and lived understanding of the process based on the case studies of eight Malaysian organisations that represent the major industries in the Malaysian economic sectors. Additionally, the information gathered was further supported with secondary data that consisted of a case study report of the eight organisations on their KM programmes’ implementation.,The overall results showed that the practice of KM in Malaysian organisations typically displays the following two challenges: (1) process and infrastructure issues and (2) cultural issues. Organisational culture remains the main obstacles faced by most of the organisations in adopting KM. As a lesson learnt, managers should also focus on the after-effect of KM programmes on soft human issues such as employees’ satisfaction and well-being.,The authors believe that further research is required considering KM challenges and employee satisfaction or well-being to improve KM performance among different groups of employees through such methods as research survey.,The findings can act as a guideline for any organisations to address when adopting KM. Identification of the KM challenges provides the basis for organisations to attach considerable importance to employees’ satisfaction and well-being to enhance the chances of successful KM programmes. Managers should take a proactive approach in creating an appropriate atmosphere to cultivate KM culture among employees.,This study offers not only challenges in implementing and sustaining an effective KM system within organisations but also promotes moving the KM literature to the next stage where there is a lack of concern on KM implementation effect on “soft” human issues from the perspectives of employees. This is due to organisations tend to eradicate people’s performance in terms of employee well-being and satisfaction and to the author’s knowledge, this has been largely unexplored in previous research.

中文翻译：

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建立知识型组织

知识管理（KM）及其对组织创新和公司绩效的影响的研究已经进行并随后得到证明。但是，结果是KM程序无法达到其预期的预期结果。考虑到上述问题，似乎存在知识管理不足及其潜在挑战。这项研究的目的是评估来自各行各业的马来西亚组织中知识管理的现状，经验教训和知识管理挑战。该研究是通过通过不同层次，不同类型的经理人的焦点小组收集的信息进行的公司，从跨国公司到州组织。采用这种归纳法是为了获得扎实，丰富，基于代表马来西亚经济部门主要行业的八个马来西亚组织的案例研究，对过程进行了本地和现场的了解。此外，收集到的信息还得到了二级数据的进一步支持，这些数据包括八个组织关于其KM项目实施情况的案例研究报告。总体结果表明，马来西亚组织中的KM实践通常表现出以下两个挑战：（ 1）流程和基础架构问题，以及（2）文化问题。组织文化仍然是大多数组织采用知识管理所面临的主要障碍。作为一个教训，管理人员还应该关注知识管理计划对诸如员工满意度和福祉之类的软性人类问题的影响。作者认为，需要通过研究调查等方法考虑知识管理的挑战和员工满意度或幸福感，以提高不同员工群体的知识管理绩效，需要进行进一步的研究。研究结果可以作为任何组织采用知识管理的指南。 。识别KM挑战为组织提供了一个基础，使组织高度重视员工的满意度和福祉，以增加成功实施KM计划的机会。管理人员应采取积极主动的态度，营造适当的氛围，在员工中培养知识管理文化。这项研究不仅为在组织内部实施和维持有效的KM系统提供了挑战，而且还促进了将KM文献转移到下一阶段，从员工的角度出发，人们对KM实施对“软”人问题的影响缺乏关注。这是由于组织趋于根除员工的福利和满意度以及作者的知识，因此人们在过去的研究中尚未对此进行充分探讨。