Improving KMS Acceptance: The Role of Organizational and Individuals' Influence

Improving KMS Acceptance: The Role of Organizational and Individuals' Influence

Claudio Vitari (CETIC, Università Carlo Cattaneo, Italy), Jennifer Moro (CETIC, Università Carlo Cattaneo, Italy), Aurelio Ravarini (CETIC, Università Carlo Cattaneo, Italy) and Isabelle Bourdon (CREGO, Université Montpellier 2, France)
DOI: 10.4018/978-1-60566-140-7.ch013
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The purpose of this chapter is to contribute to the improvement of the acceptance of information systems (IS) devoted to the codification and sharing of knowledge (a type of knowledge management systems [KMS]). A research model was developed through a multi-staged, multi-method research process and its test supports the hypotheses that the acceptance of KMS is determined, in addition to the classical constructs of the technology acceptance model (TAM), by a few organizational factors, and by the influence exerted on the user by individuals close to her/him.
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Improving KMS Acceptance: The Role of Organizational and Individuals’ Influence



The topics of knowledge management (KM) and KMS are among the most popular topics in the IS field with recent years yielding a number of reviews of the literature and taxonomies of KMS (Alavi & Leidner, 2001; Argote, McEvily, & Reagans, 2003; Jennex, 2006; Jennex & Olfman, 2004; Liao, 2003; Maier, 2002; Malhotra, 2004; Muscatello, 2003; Sambamurthy & Subramani, 2005; Wickramasinghe, 2003). Far from sharing a common viewpoint regarding to what extent and under which hypotheses KMS represent an actual support to organizational processes, researchers and practitioners in the KMS field recognize a number of issues that need to be studied. From the academic standpoint, Argote et al. (2003) and Sambamurthy Subramani (2005) have identified a set of emergent issues for the future of research on KM and KMS. They emphasize social relations in understanding knowledge creation, retention and transfer (Argote et al., 2003) and the role of IT to facilitate the efficient and effective development of communities of practice (CoP) (Sambamurthy & Subramani, 2005). They also point out the need to shift the interests of academia from single to multiple relations dealing with the KM process. The complementary practitioner view has been effectively synthesized by Smith and McKeen (2003) who have collected opinions and expectations of chief knowledge officers (CKO). CKOs are confident that the development of KMS has come to a turning point, where investments in implementation of new KM tools and methodologies should be replaced by initiatives aiming at measuring and maximizing the return on the investments (both in the organizational structure and in information and communication technologies [ICT]) that companies made in the past (Folkens & Spiliopoulou, 2004; Smith & McKeen, 2003).

Such indications suggest concentrating the efforts of research towards the achievement of a better and eventually a more complete understanding of the factors that influence the effectiveness and efficiency of a KMS. To this end, adopting a widely accepted definition of KM is a prerequisite. In this work we use the Alavi and Leidner (2001) KM definition which envisions KM as a process and the KMS as the specific IS which supports the organizational KM processes of creation, storage, diffusion, and application of knowledge. This definition fits our study for two reasons. First, it is compatible with those provided in relevant publications about KMS (Grover & Davenport, 2001; Hansen, 2002; Lai, Ong, Yang, & Tang, 2005; Money & Turner, 2005; Ong, Lai, Wang, & Wang, 2005; Schultze & Leidner, 2002; Xu & Quaddus, 2004, 2005). Second, it can be used to classify KMS applications according to their main purpose: (1) to code and share knowledge, (2) to create corporate knowledge directories, and (3) to create knowledge networks (Alavi & Leidner, 2001).

This chapter refers to the first category of KMS, therefore its general aim is to contribute to the improvement of the effectiveness of those KMS devoted to the codification and sharing of knowledge. In order to do so, a multi-staged, multi-method research has been carried out, combining a theoretical analysis with an empirical investigation, structured in a preliminary qualitative and a subsequent quantitative research that allowed to design and test a research model.

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Table of Contents
Chapter 1
Murray E. Jennex
This is the third volume in the Advances in Knowledge Management and I thought it appropriate to start this volume with some reflection on where KM... Sample PDF
Reflections on Knowledge Management Research and Practice
Chapter 2
Peter Keen, Margaret Tan
The chapter proposes a simple framework termed ‘knowledge fusion’ to extend the rigor and relevance of knowledge management (KM). It points to some... Sample PDF
Knowledge Fusion: A Framework for Extending the Rigor and Relevance of Knowledge Management
Chapter 3
Hazel Taylor
This chapter explores the concept of ‘tacit knowledge’ and how organizations can foster the sharing and exchange of tacit knowledge. Various views... Sample PDF
Tapping Tacit Knowledge
Chapter 4
Andrea Hornett, Eric W. Stein
This chapter adds to our understanding of knowledge management as an evolving body of concepts, relationships, strategies and practices. Using... Sample PDF
Advances in Knowledge Management: Mapping Ideas that Shape Practice
Chapter 5
Clyde W. Holsapple, Kiku G. Jones
Just as Porter’s value chain model identifies classes of business activity that can be performed in ways that contribute to a firm’s... Sample PDF
Knowledge Chain Activity Classes: Impacts on Competitiveness and the Importance of Technology Support
Chapter 6
Rahinah Ibrahim, Mark E. Nissen
Tacit knowledge attenuates particularly quickly in organizations that experience discontinuous membership: the coming and going of organizational... Sample PDF
Developing a Knowledge-Based Organizational Performance Model for Improving Knowledge Flows in Discontinuous Organizations
Chapter 7
Frank Land, Urooj Amjad, Sevasti-Melissa Nolas
The purpose of this chapter is to argue the case that the study of Knowledge Management should embrace considerations of ethics and accountability.... Sample PDF
Accountability and Ethics in Knowledge Management
Chapter 8
Chay Yue Wah
The study aims to understand the social and organizational factors that influence knowledge sharing. A model of knowledge management and knowledge... Sample PDF
Social Capital and Knowledge Sharing in Knowledge-Based Organizations: An Empirical Study
Chapter 9
Charlie C. Chen, Rong-An Shang, Albert L. Harris, Zhi-Kai Chen
A knowledge management system (KMS) project transcends functional departments and business partners. The success of KMS implementation is highly... Sample PDF
A Structured Method for Evaluating the Management of a Knowledge Management System Implementation
Chapter 10
Murray E. Jennex, Stefan Smolnik, David T. Croasdell
This chapter explores knowledge management, KM, and knowledge management system, KMS, success. The inspiration for this chapter is the KM Success... Sample PDF
Toward a Consensus Knowledge Management Success Definition
Chapter 11
Elsa Rhoads, Kevin J. O'Sullivan, Michael Stankosky
This research chapter investigates the status of knowledge management (KM) practices implemented across federal agencies of the U.S. government. It... Sample PDF
An Evaluation of Factors that Influence the Success of Knowledge Management Practices in U.S. Federal Agencies
Chapter 12
Kevin Laframboise, Anne-Marie Croteau, Anne Beaudry, Mantas Manovas
This article reports on a study that investigates the knowledge transfer between an information systems/ technology (IS/IT) department and non-IT... Sample PDF
Interdepartmental Knowledge Transfer Success During Information Technology Projects
Chapter 13
Claudio Vitari, Jennifer Moro, Aurelio Ravarini, Isabelle Bourdon
The purpose of this chapter is to contribute to the improvement of the acceptance of information systems (IS) devoted to the codification and... Sample PDF
Improving KMS Acceptance: The Role of Organizational and Individuals' Influence
Chapter 14
Michael J. Zhang
While a great deal has been written about how information systems (IS) can be deployed to facilitate knowledge management for performance... Sample PDF
IS Support for Knowledge Management and Firm Performance: An Empirical Study
Chapter 15
Wei Li, Alexandre Ardichvili, Martin Maurer, Tim Wentling, Reed Stuedemann
The goal of this study was to explore how national (Chinese) culture influences knowledge sharing in virtual communities of practice at a large... Sample PDF
Chinese Culture and Virtual Knowledge Sharing in a Multinational Corporation
Chapter 16
Gilles Balmisse, Denis Meingan, Katia Passerini
In this chapter, we update earlier research on the state of the art Knowledge Management (KM) tools and present key evaluation criteria that can be... Sample PDF
Selecting the Right Knowledge Management Tools: Software Trends and Key Evaluation Criteria
Chapter 17
Jörg Rech, Raimund L. Feldmann, Eric Ras
Knowledge management is a relatively young discipline. It has accumulated a valuable body-of-knowledge on how to structure and represent knowledge... Sample PDF
Knowledge Patterns and Knowledge Refactorings for Increasing the Quality of Knowledge
Chapter 18
Paul Jackson, Ray Webster
This chapter is concerned with engaging end-users in the design and development of knowledge management systems. The identification, capture and use... Sample PDF
Knowledge Elicitation and Mapping: Ontology as an Instrument of Design and Organizational Learning
Chapter 19
Aurora Vizcaino, Juan Pablo Soto, Javier Portillo, Mario Piattini
Efforts to develop Knowledge Management have increased in recent years. However, many of the systems implanted in companies are still not greatly... Sample PDF
Helping to Develop Knowledge Management Systems by Using a Multi-Agent Approach
Chapter 20
Mirghani Mohamed, Michael Stankosky, Vincent Ribière
The purpose of this chapter is to examine the requirements of Knowledge Management (KM) services deployment in a Semantic Grid environment. A wide... Sample PDF
Adopting the Grid Computing & Semantic Web Hybrid for Global Knowledge Sharing
Chapter 21
Sineed Paisittanand, L. A. Digman, Sang M. Lee
The creation and the use of knowledge have increasingly been regarded as important issues for management. A wide range of studies have investigated... Sample PDF
The Effect of Knowledge Process Capabilities and Knowledge Infrastructure Capabilities on Strategy Implementation Effectiveness
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