Organisational energy and other meta-learning: case studies of knowledge management implementation in nine Asian countries

The paper makes two cross-case comparisons: (a) learning and knowledge sharing processes across 22 cases of KM practice, mostly from the corporate and public sectors in 9 Asian countries; and (b) initiation, implementation and initial outcomes of 21 cases of KM in the development sector in the Philippines. The aim is to glean what worked in KM and how it was made to work, so that lessons may be applied to KM in the development sector. Several cross-case observations were made. A salient observation that emerges across all cases is the importance of managing motivational factors for success of the KM initiatives. The paper proposes a new construct, organisational energy, to describe the broad span of motivational and similar factors found to be essential for success of KM in the private, public and development sectors.