Abstract
A framework is presented for investigating and understanding human behaviour connected with Knowledge and Information Management (KIM), developed from case studies in Defence Sector organizations. The research showed that particular areas of sensitivity leading to resistance to change when KIM systems are introduced include the lack of usability of KIM IT systems, the length of time required to learn how to use them, their perceived lack of reliability and the users' consequent lack of trust in them. These issues lead to the widespread use of ‘work arounds’ to cope with the demands of the job without using the KIM systems as designed. The framework's purpose is to indicate how organizations can best approach and implement required KIM changes, taking these issues into account.
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