Abstract
Problem statement: Knowledge hoarding in Requirements Elicitation (RE) phase could lead to Information Systems Development (ISD) project failure. Many researchers have discussed important factors in knowledge sharing. Nevertheless, the success rate for ISD projects is low and there are other major factors for consideration. Approach: Review was conducted to identify potential gaps in existing literature and to explore new factors that impact ISD knowledge sharing in RE. Results: Based on systematic review of literature, three new factors are identified namely Organizational Justice, Physical Distance and Social Interdependence. A theoretical model and future research areas are proposed. Conclusion: The success of ISD projects are impacted by organizational justice, physical distance andsocial Interdependence. The proposed model provides project managers a new platform to further understand ISD knowledge sharing between business users and external IT professionals in RE.
Highlights
It is predicted that the coming of the knowledge economy in which the knowledge resident in society or organizations would represent value for the organization more than other means of production such as equipment and plant facilities
The primary research objective of this study is to explore new factors which impact Information Systems Development (ISD) knowledge sharing in RE
What are the new factors potentially impact ISD knowledge sharing in RE?
Summary
It is predicted that the coming of the knowledge economy in which the knowledge resident in society or organizations would represent value for the organization more than other means of production such as equipment and plant facilities. When knowledge sharing is a process of bidirectional individual view and possess such information into their exchange of knowledge. Explicit knowledge can be documented and shared through information technologies in the form of data, scientific formula, specifications and manuals. This type of knowledge can migrate in the business community and be accessible for most companies regardless of their cooperative activity. Tacit knowledge resides in the human mind, behaviour and perceptions It is highly idiosyncratic, cognitive, hard to formalise and context-sensitive in nature, making it difficult to communicate and share with others. Sharing of knowledge has to take place in order to take advantage of the knowledge silos that exist in organization, to avoid reinventing the wheel, to reduce knowledge exchanges instead of one-way knowledge duplication and replication of effort and to avoid the
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