In the context of a country office with very variable computer literacy and limited resource and personnel, implementing knowledge management tools with differentiated access rights is often perceived as an initiative of control from headquarters. Generational differences are another issue, and cultural apprehension of information disclosure.
Apart from technical issues which were rather easily managed when IT teams realized we were understanding their security and process requirements, we had to work very progressively to make sure new tools will be accepted and championed rather than set up and slowly dying on the network.
We were successful and country offices in Central Asia, Eastern Europe and the Caucasus have a much better compliance to audits and other procedures for archiving documentation. Document sharing was the first step and collaborative workplaces are in the process of being launched. This is another part that also needs some psychological and diplomatic skills so it is not perceived as consultant jargon on top of headquarters control.