Four categories of failure factors are technology, culture, content and project management according to Chua and Lam's model of unsuccessful implementation of KM [Chua Lam 2005]. Say no to plagiarism. Get a tailor-made essay on "Why Violent Video Games Shouldn't Be Banned"? Get an Original Essay The first and most pronounced factor is blind trust in technical solutions such as KM infrastructure, technology, and tools within the KM implementation group. Errors in this category can occur when the KM tools developed have poor usability and users find the tools complicated to use. Connectivity problems arise when the technical infrastructure has limitations, such as insufficient bandwidth or problems with network connectivity. Over-reliance on KM tools can contribute to ignoring human issues and tacit knowledge. The second category is culture, including human and organizational behavior. Failure factors in this category include for example politics, when KM is used to gain control and authority within the organization. Lack of commitment from management and withdrawal of commitments during the KM process are other examples of failure factors. Perceived image refers to access to other people's knowledge, which is perceived as a sign of inadequacy or insufficiency by users. The content category includes characteristics of the knowledge itself. Failure factors can be the lack of knowledge structure, which makes the content meaningless and difficult for users to understand. Relevance and topicality, the content does not meet the user's needs. Difficulties in distilling valuable knowledge from organizational processes are addressed as knowledge distillation. The fourth and final category, project management, includes the following failure factors: Lack of user involvement in the KM project can result in a misunderstanding of the user's real knowledge needs. During KM implementation, individuals may move within the organization, relocate, or resign. Reorganizations can lead to a shortage of technical and business skills to maintain and use KM tools. There is no ready-made plan for evaluating the project, for tracking and measuring the results of the project. KM approaches can fail when they do not integrate humans, processes, and technology (Abecker, Decker, & Maurer, 2000). This is justified by the limitations and importance of each of these components. Only humans are slow and have limited capabilities. Processes are the main component in achieving organizational objectives; therefore, any approach that is not associated with processes will tend to fail or be perceived as a failure. Technology alone is limited in supporting humans due to varying levels of accuracy in performing simple mundane human tasks. KM approaches can fail when they target a monolithic organizational memory. The goal of developing a monolithic organizational memory for an entire organization has failed (Ackerman and Halverson, 2000). Among other reasons, they are distributed and can have conflicting goals. Conclusion The importance of knowledge management in organizations has been discussed. Effective knowledge management has been described as a key ingredient for organizations seeking to secure sustainable strategic competitive advantage. It was highlighted that processes and technology alone.