Explaining Experts' Perceptions of Knowledge Management Effectiveness

Explaining Experts' Perceptions of Knowledge Management Effectiveness

Mohamed Khalifa (Abu Dhabi University, United Arab Emirates), Vanessa Liu (New Jersey Institute of Technology, USA) and Matthew K.O. Lee (City University of Hong Kong, Hong Kong)
Copyright: © 2009 |Pages: 17
DOI: 10.4018/irmj.2009070105
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Abstract

In this article, we propose and empirically test major KM effectiveness determinants from the perspective of experts’ perceptions. Specifically, we examine the complex interrelationships between infrastructural and process capabilities, uncovering their mediated and moderating effects on KM effectiveness. The results show that KM process capabilities constitute the primary direct determinant of KM effectiveness. As stipulated in the IT assimilation theory, the effect of IT is not direct, but rather fully mediated through KM process capabilities. Contrary to previous findings, culture acts as an oblique factor, moderating the effect of KM process capabilities on KM effectiveness. Using a formative model of KM process capabilities, we also identify the relative importance of KM processes, which should be of significant appeal to practitioners.

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