Abstract
Recent literature discusses problems that organizations have had with the implementation of knowledge management programs and practices to support innovation. The article discusses findings from interviews with 50 human resource executives, staff, and consultants working for 20 San Francisco Bay area companies. A key finding was the importance of culture and other supportive infrastructure to successfully implement knowledge-based programs and practices. Additional results from the interview data are summarized. A summary of Hewlett-Packard Lab's experience with knowledge-based change is discussed to amplify and provide perspective to the interview findings and the reviewed literature