Knowledge Management Systems Acceptance

Fredrik Ericsson · Anders Avdic

8 citations0/0 files storedIGI Global eBooks

No readable copy stored yet — this record is metadata only.

No open-access location is known for this record yet.

Literature note Cite in a project Citation map

Knowledge Management and Sharing Technology Adoption and User Behaviour Information Systems Theories and Implementation

Abstract

Knowledge management is a set of systematic actions that organizations can take to obtain the greatest value from the knowledge available to it (Davenport & Prusak, 1998). Systematic means that knowledge management is made up of intentional actions in an organizational context. Value means that knowledge management is measured according to how knowledge management projects contribute to increased organizational ability (see for example Prieto & Gutiérrez, 2001; see Goldkuhl & Braf, 2002, on the subject of organizational ability). The motivation for knowledge management is that the key to competitive advantage for organizations in today’s business world is organizations’ ability to manage knowledge (Nonaka & Takeuchi, 1995; Davenport & Prusak, 1998). Knowledge management as an intentional and value-adding action is not easy to accomplish in practice (Scarbrough & Swan, 1999). Scarbrough and Swan (1999) present several case studies in knowledge management, successful and unsuccessful in their respective knowledge management projects. A major point and lessons learned from the case studies is that prevalent approaches in knowledge management overstate technology and understate how technology is implemented and applied. To succeed with knowledge management, encompassing development of information technology-based information system, some requirements have to be fulfilled. An important aspect in the development process is system acceptance. Implementation is at large a process of acceptance. Implementation is the process where the system becomes an integrated part of the users’ or workers’ work practice. Therefore implementation is essential to make a knowledge management project successful in order attain an increased organizational ability and to succeed with knowledge management.

Paper brief

Loading…

Cite this work

Citation unavailable for this work.

BibTeX RIS CSL-JSON

No public copy is stored for this record, so only the metadata is cited.

Citations in this library

Citation map →

Stored only when both papers are in the corpus — 8 citations exist upstream.

References

1989User Acceptance of Computer Technology: A Comparison of Two Theoretical Models 2000A Theoretical Extension of the Technology Acceptance Model: Four Longitudinal Field Studies 1997The Knowledge-creating company: How Japanese companies create the dynamics of innovation 1998Working knowledge: how organizations manage what they know 1996The knowledge-creating company: How Japanese companies create the dynamics of innovation 2001Odd Couple: Making Sense of the Curious Concept of Knowledge Management 1999The Knowledge Management Toolkit: Practical Techniques for Building a Knowledge Management System 1967Theoretical Analysis of Information Systems

Cited by

2013Knowledge management system as enabler in knowledge management practices in virtual communities

Explore the map →

Papers that cite the same references — the relational fallback while embeddings are still backfilling.

Imported from OpenAlex (CC0) — nothing here is generated.