Use Of Knowledge Management Systems Research Articles

지식관리시스템의 지속적 사용에 영향을 미치는 요인에 관한 연구

본 연구에서는 KMS의 지속적 사용에 영향을 미치는 요인을 분석하기 위해 KMS 품질, 지각된 사용 용이성과 지각된 유용성, 태도 및 KMS의 지속적 사용 간의 구조적 관계를 실증적으로 분석하고자 하였다. 이를 위해 본 연구는 경찰공무원들을 대상으로 한 설문조사를 통해 실증분석을 시도하였다. 가설검증 결과, 외부요인인 KMS 품질은 지각된 사용 용이성과 지각된 유용성에 유의미한 긍정적 영향을 미치고, 지각된 사용 용이성은 지각된 유용성에 긍정적인 영향을 미치는 것으로 검증되었다. 그리고 KMS에 대한 사용자의 지각된 사용 용이성과 지각된 유용성 모두 KMS 태도에 긍정적인 영향을 미치고, 태도요인을 매개로 KMS 사용행위에 긍정적인 영향을 미치는 것으로 나타났다. 이러한 분석결과를 토대로 본 연구에서는 KMS의 지속적인 수용과정을 설명하고, 그 함의를 제시하였다.

Profiting from Knowledge Management: The Impact of Time and Experience

Although many organizations are implementing knowledge management systems (KMS), there is little empirical evidence about whether KMS use can improve individual performance, and how time and experience influence the value derived from KMS use. Using hierarchical linear modeling (HLM) statistical analysis, we examined the impact of using a codification-based KMS on the sales performance of 2,154 sales representatives in a pharmaceutical firm over a 24-month period. We found that KMS had significant positive impacts on individual performance and that these performance benefits grew over time. Moreover, experience moderated the relationship between KMS use and individual performance. Knowledge workers with more experience were able to more quickly absorb and apply the knowledge from the KMS than were those with less experience, who took longer to benefit from KMS use. However, over time experience played a diminishing role in leveraging performance gains from KMS use, and knowledge workers with less experience eventually derived similar performance benefits as those of their more experienced counterparts.

공공기관의 지식관리시스템의 이용 유무의 영향 요인 탐색 - 제주특별자치도 사례를 중심으로 -

Currently, managers and researchers have come to recognize the importance of knowledge as an asset to the organization. Knowledge Management System (KMS) is developed as a tool to manage the organizational knowledge. A significant literature about Knowledge Management in the private, but not public sector. The purpose of the study is to analyze the influencing factors for KMS utilization in a public sector, Jeju Provincial Government Organization. This study performed an empirical research on factors that affect the use of KMS using Knowledge Management system capability and individual & organizational capability criteria. Survey was conducted with 150 employees from Jeju Provincial Government Organization. The Results show that an ability to create knowledge, and knowledge infrastructure are significant factors in determining the level of usage of Knowledge Management system. In particular, the most important factor that influences the usage of Knowledge Management is knowledge creation. and then knowledge infrastructure. The result also shows that the usage of KMS is affected by management`s support willingness.

Value Creation in Electronic Business through Information Technology Competence, Novelty and Complementarities: A Theoretical Framework and Empirical Evidence

Although much of information systems research has been devoted to the study of electronic business phenomena, including the antecedents of electronic business performance, and the impact of electronic business technologies, not much research has examined the role of patenting information technology in value creation in electronic business. This is an important piece of the e-business phenomena because novel Internet business methods have been patented by several firms and serve as vehicles for value creation. In this paper, identifying patenting novel business methods or business processes as an important mechanism for value creation, I examine the determinants of the firm propensity to patent business processes or methods and the moderating role of such patenting on the impact of electronic integration and information sharing on revenues from e-business transactions. Using a secondary dataset of large firms from the US, and patent application data from USPTO, I analyzed the information technology research and development process and tested the impact of information technology patents on electronic business firm performance. I test two models for estimating the relationship between electronic integration, information sharing and patenting. The results indicate support for the moderating role of patenting on the effect of electronic integration with customers, on e-Business performance and strong support for the impact of information technology intensity on the firm propensity to patent. Specifically, investment in IT R&D did not have any effect on the firm's number of IT patents. However, the use of knowledge management systems contributed positively to the firm's number of IT patents. Investment in hardware resources and software applications had a significant impact on the firm's IT patents. Furthermore, IT patents did not have any effect on firm performance, but investment in IT software applications had a significant positive effect on firm performance. These results provide insight into IT R&D, IT innovation, IT patents and firm performance and the role of patenting business methods and processes in generating value from transactions in electronic business.

MEASURING THE CONTRIBUTIONS OF KNOWLEDGE MANAGEMENT SYSTEMS TO THE STRATEGIC COMPETITIVENESS OF ORGANIZATIONS: A REVIEW AND A MODEL

Why and how do Knowledge Management Systems (KMS) contribute to the strategic competitiveness of organizations? This paper reviews the literature and proposes a model in which KMS is viewed from three different perspectives: (1) crucial resource; (2) driver of absorptive capacity; and (3) innovation adopted by the organization. The paper critiques the method used by KMS researchers whereby co-variation of KMS and competitiveness is utilized to study the relationship between these variables. The model proposed here is a multi-stage process. The successful use of KMS generates intermediate outcomes that in turn impact the organization and produces improved strategic competitiveness. The different approaches to KMS and the stage-process allow for the unique attributes of knowledge systems, different from information systems. The advantages and limitations of the model are discussed.

Knowledge management technology-in-practice: a social constructionist analysis of the introduction and use of knowledge management systems

This paper argues that Knowledge Management Technology (KMT) is socially constructed in use based on the affordances and constraints of the technology artefact. Since many Knowledge Management (KM) systems are introduced with vague purposes (such as to improve knowledge sharing) it is therefore their affordances and constraints which strongly shape the socially constructed ‘KMT-in-practice’. The paper argues that knowledge is also socially constructed and that knowledge creation requires an element of surprise and challenge to routine. Using a case study of the British Council's KM programme between 1998 and 2003, the paper explores the social construction of a KMT as it is developed and used; describing how various features afforded by the technology influence its adoption and institutionalisation. The paper concludes by arguing that KMTs-in-practice, which are successful in supporting knowledge creation, must paradoxically remain in a state of neither stabilisation and acceptance, nor abandonment and disuse. Practical implications of how this might be achieved are provided.

How knowledge map fit and personalization affect success of KMS in high-tech firms

The shift from a product-based to a knowledge-based economy has resulted in an increasing demand for organizations to implement knowledge management systems (KMS) at an accelerating pace. However, factors influencing success of KMS have seldom been empirically examined by prior research, particularly how knowledge map fit and personalization influence employee satisfaction with KMS, which is a surrogate measure of the success/effectiveness of information systems (IS). Results from a sample of 133 employees, mostly from four international high-tech companies in the Hsin-Chu Science-based Industrial Park in Taiwan, help us better understand what factors affect employee satisfaction with KMS. The result shows that KMS with a higher level of knowledge map fit and personalization will satisfy employees directly or indirectly through the mediation effects of increased perceptions of ease of use and usefulness of KMS. Our findings could serve as useful references for researchers and practitioners interested in investigating issues related to the successful implementation of KMS.

Knowledge Sharing Across Cultures

The use of Knowledge Management Systems to share knowledge starts with people who are willing to share their knowledge. This study investigates the effect of the type of information to be disclosed, the possibility of sharing the information anonymously, and the obtainment of a reward in cash on willingness to share information. Data for the experiment were collected in Chile and Mexico. Findings suggest that people are likely to share positive information (information that discloses a success) rather than negative information (information that discloses a mistake). The possibility of posting the information anonymously incentivizes people to disclose negative information. Yet, about half of the participants are not willing to believe that anonymity can be ensured, limiting the effectiveness of anonymity as an incentive to share knowledge. The obtainment of a cash reward had no effect on the willingness to share information.

Use of Knowledge Management Systems and the Impact on the Acquisition of Explicit Knowledge

ABSTRACT: In an era where knowledge is increasingly seen as an organization's most valuable asset, many firms have implemented knowledge-management systems (KMS) in an effort to capture, store, and disseminate knowledge across the firm. Concerns have been raised, however, about the potential dependency of users on KMS and the related potential for decreases in knowledge acquisition and expertise development (Cole 1998; Alavi and Leidner 2001b; O'Leary 2002a). The purpose of this study, which is exploratory in nature, is to investigate whether using KMS embedded with explicit knowledge impacts novice decision makers' judgment performance and knowledge acquisition differently than using traditional reference materials (e.g., manuals, textbooks) to research and solve a problem. An experimental methodology is used to study the relative performance and explicit knowledge acquisition of 188 participants partitioned into two groups using either a KMS or traditional reference materials in problem solving. The study finds that KMS users outperform users of traditional reference materials when they have access to their respective systems/materials, but the users of traditional reference materials outperform KMS users when respective systems/materials are removed. While all users improve interpretive problem solving and encoding of definitions and rules, there are significant differences in knowledge acquisition between the two groups.

Use of Knowledge Management Systems and the Impact on the Acquisition of Explicit Knowledge

In an era where knowledge is increasingly seen as an organization's most valuable asset, many firms have implemented knowledge management systems (KMS) in an effort to capture, store and disseminate knowledge across the firm. Concerns have been raised, however, about the potential dependency of users on KMS and the related potential for decreases in knowledge acquisition and expertise development (Cole 1998; Alavi and Leidner 2001b; O'Leary 2002a). The purpose of this study, which is exploratory in nature, is to investigate whether using KMS embedded with explicit knowledge impacts novice decision makers' judgment performance and knowledge acquisition differently than using traditional reference materials (e.g. manuals, textbooks) to research and solve a problem. An experimental methodology is used to study the relative performance and explicit knowledge acquisition of 188 participants partitioned into two groups using either a KMS or traditional reference materials in problem solving. The study finds that KMS users outperform users of traditional reference materials when they have access to their respective systems/materials, but the users of traditional reference materials outperform KMS users when respective systems/materials are removed. While all users improve interpretive problem solving and encoding of definitions and rules, there are significant differences in knowledge acquisition between the two groups.

Exploring the Factors Influencing End Users' Acceptance of Knowledge Management Systems

This article develops a model of adoption and continued use of knowledge management systems (KMSs), which is primarily built on Rogers’ (1995) innovation stages model along with two very important social psychology theories—Ajzen and Fishbein’s (1980) theory of reasoned action (TRA) and Davis’s (1986) technology acceptance model (TAM). It presents various factors and variables in detail. Hypotheses are developed which can be tested via empirical study. The proposed model has both theoretical and practical implications. It can be adapted for application in various organizations in national and international arena.

Application of the knowledge management in the knowledge-intensive service business: the case studies at ITIS and ITRI in Taiwan

Industrial research tends to be knowledge-intensive. Reports prepared by well-known industrial research concerns are often invaluable as they provide important directions for the industry. In Taiwan, the Industrial Technology Intelligence Service (ITIS) Program, supported by the Ministry of Economic Affairs, has served as a cradle for many industrial research professionals, and its success has been pivotal to the island nation's industrial might. This paper studies how ITIS could promote and influence the industrial research capabilities utilising the Knowledge Management (KM). Industrial Technology Research Institute (ITRI), the biggest state-fostered research institute in Taiwan, has successfully achieved its expectations by exercising KM. Each of the two has its own unique character that could generate different methodologies and processes. This research combines the two cases, analysing archived log files of the past 15 years, to provide the key success factors of their use of KM systems.

Firm performance effects in relations to the implementation and use of knowledge management systems

Knowledge Management Systems (KMS) are IT-based systems developed to support the organisational processes of knowledge creation, storage, and application. While sizeable investments in KMS are being made, practitioners are struggling to determine whether these expenditures improve the firm performance. The results indicate that not only does the adoption of KMS decrease administrative cost, but it also pays off in profitability. Furthermore, this study also examines the industry effect between manufacturing firms and service firms. Results indicate that administrative costs and profitability are significantly better for manufacturing firms, as compared to service firms. These findings will help both researchers and practitioners.

MECHANISMS FOR KNOWLEDGE MANAGEMENT SYSTEMS EFFECTIVENESS: EMPIRICAL EVIDENCE FROM THE SILICON VALLEY.

The article looks at mechanisms for effectiveness of knowledge management systems (KMS). Due to the California's Silicon Valley and San Francisco Bay area's reputation for progressive management practices, several KMS from corporations in the region were examined for the article. The article discusses the relationship between senior management support and KMS effectiveness, the relationship between socialization and knowledge use, the integration and accessibility of KMS, and the relationship between knowledge use, knowledge quality, and perceived benefits.

Motivating knowledge sharing through a knowledge management system

Based on both economic and sociological theory, the effects of supervisory control and organizational support on the frequency and effort of individuals in contributing their personally held valuable knowledge to a “best practices-lessons learned, repository-based” knowledge management system (KMS) were compared. Supervisory control, as expected, had significant impact on frequency, but it also had unexpectedly significant influence on effort. When system variables—usefulness and ease of use—were controlled for, the organizational support measure had little effect on either outcome. These results provide greater support for economic-agency-theory motivators of knowledge sharing and lesser support for organizational support motivators than has been previously believed. They also emphasize the important impact of systems variables in motivating KMS use. Since the study was conducted in a government (joint civilian–military) organization, the organizational type may significantly influence the results. However, since the result is contrary to the conventional wisdom that suggests that a “knowledge-sharing culture” is all-important, at the very least, this study shows that the nature of the organization may moderate the relationship between the motivational approach and the outcomes.

An Investigation of the Determinants of Knowledge Management Systems Success in Omani Organizations

The need to understand the determinants of a successful knowledge management system (KMS) deployment cannot be underestimated in Arabian organizations specifically those in the Gulf Cooperation Council (GCC) countries. Reports from the World Bank emphasize the power of knowledge and the need for these nations and their organizations to empower themselves through knowledge management. Yet, very little empirical research has been conducted to understand this phenomenon. This study investigates the effects of knowledge-culture, organizational infrastructure, technical infrastructure, management support, vision clarity, reward policy and economic return on KMS success in Omani organizations. Data was collected through questionnaires and interviews with IT managers. Results show that all investigated factors contribute to KMS success except for reward policy. Interviews reveal that other factors such as training and matching users' needs are also critical. Results suggest that KMS success factors in Oman are relatively like those in western countries, and other developing countries. However, because they operate in developing countries, IT managers in Oman consider that reward-policy is not a feasible policy to promote KMS use.

Effective use of knowledge management systems

Knowledge management systems (KMSs) facilitate the efficient and effective sharing of a firm's intellectual resources. However, sifting through the myriad of content available through KMSs can be c...

Knowledge Management System Success

This article presents the empirical testing of a theoretical model of knowledge management system success. The Jennex and Olfman model of knowledge management system success was developed to reflect the DeLone and McLean model of information systems success in the knowledge management context. A structural equation model representing the Jennex and Olfman theoretical model is developed. Using data from a prior study aimed at knowledge management system use and individual learning, this model is tested. The overall fit of the model to the data is fair, although some interpretation of the estimated model parameters is problematic. The results of the model test provide limited support for the Jennex and Olfman theoretical model, but indicate the value of continued investigation and refinement of it. Suggestions for future research are provided.

Effective Use of Knowledge Management Systems: A Process Model of Content Ratings and Credibility Indicators

Knowledge management systems (KMSs) facilitate the efficient and effective sharing of a firm's intellectual resources. However, sifting through the myriad of content available through KMSs can be challenging, and knowledge workers may be overwhelmed when trying to find the content most relevant for completing a new task. To address this problem, KMS designers often include content rating schemes (i.e., users of the KMS submit ratings to indicate the quality of specific content used) and credibility indicators (indicators describing the validity of the content and/or the ratings) to improve users' search and evaluation of KMS content. This study examines how content ratings and credibility indicators affect KMS users' search and evaluation processes and decision performance (how well and how quickly users selected alternatives offered by the KMS). Four interrelated laboratory experiments provide evidence that ratings have a strong influence on KMS search and evaluation processes, which in turn affects decision performance. Finally, this study demonstrates that certain credibility indicators can moderate the relationship between rating validity and KMS content search and evaluation processes.

Barriers to effective use of knowledge management systems in software engineering

An organization must recognize that information technology is only one means to foster knowledge.