The Impact of Personal and Positional Powers on Knowledge Management Systems

The Impact of Personal and Positional Powers on Knowledge Management Systems

Vincent Scovetta (Long Island University, Brookville, NY, USA)
Copyright: © 2017 |Pages: 17
DOI: 10.4018/IJKM.2017040102
OnDemand PDF Download:
$30.00
List Price: $37.50

Abstract

The importance of Knowledge Management System (KMS) to an evolving knowledge economy has been reported in the literature for many years. This importance, in part, is due to KMS's ability to foster positive organizational value by increase its competitive edge. Organizational leadership has repeatedly appeared in the literature as a reliable determinant of KMS success. While researchers have identified many of the critical success factors that influence that success, the subconstructs of leader power remains elusive. This study was able to empirically demonstrate the predominate construct of Expert and Reward powers were positive, significant, and consistent across all KMS constructs (leadership commitment to KMS, knowledge content quality, knowledge system quality, and knowledge use). Legitimate power demonstrated negative influences on various KMS constructs. Information powers had varying degrees of success while Coercive power was not statistically significant.
Article Preview

Literature Review

Turban, et al. (2007) believed understanding the critical success factors of KMS are important to understanding organizational success. Because these factors should not be judged subjectively, it is imperative to learn what has been reported in the literature. Therefore, this review begins with an understanding of the constructs of KM and KMS. Investigating the constructs of leadership and management will also be undertaken in order to determine their distinctive characteristics. Social power theory, as a means by which followers are influenced (Drucker, 1999; Yukl, 2012), will then be investigated. Finally, the researcher will investigate the constructs of personal and positional powers (Liu & Fang, 2006) to determine how these constructs influence a successful KMS. Doing so will provide researchers with a clearer understanding of how best to promote organizational success.

Complete Article List

Search this Journal:
Reset
Open Access Articles
Volume 13: 4 Issues (2017): 3 Released, 1 Forthcoming
Volume 12: 4 Issues (2016)
Volume 11: 4 Issues (2015)
Volume 10: 4 Issues (2014)
Volume 9: 4 Issues (2013)
Volume 8: 4 Issues (2012)
Volume 7: 4 Issues (2011)
Volume 6: 4 Issues (2010)
Volume 5: 4 Issues (2009)
Volume 4: 4 Issues (2008)
Volume 3: 4 Issues (2007)
Volume 2: 4 Issues (2006)
Volume 1: 4 Issues (2005)
View Complete Journal Contents Listing