Examining the adoption of KMS in organizations from an integrated perspective of technology, individual, and organization

Abstract

Knowledge management systems (KMS) have been implemented by many organizations to aid in the management of the intellectual property and the development of sustainable competitive advantages. However, despite the efforts of academics and practitioners with regard to promoting the use of KMS, the rate of adoption remains relatively low. Based on the DeLone and McLean’s information system success model, self-efficacy theory, and institutional theory, this study develops a multi-dimensional model to better understand KMS adoption among employees from an integrated perspective of technology, individual, and organization. Survey data collected from 295 employees of a petroleum corporation and its business partners were examined using structural equation modeling to verify the proposed research model. The results indicate that system quality factors, top management support, and organizational rewards are the key determinants of employee adoption of KMS, while KMS self-efficacy is far less important. The theoretical and practical implications are discussed.