The Effects of Knowledge Management on Team Members' Ratings of Project Success and Impact*

Abstract

ABSTRACT Many organizations are trying to improve the generation and utilization of knowledge. The activities associated with these efforts are identified as organizational knowledge management (KM). While much has been written about knowledge management from the organizational level, the success of such efforts over the long run will depend upon on how KM activities impact important outcomes as perceived by those at the employee level who actually implement the activities. This study used the input‐process‐output framework of team effectiveness to investigate the relationship between selected KM‐related activities on integrated product and process development team members' satisfaction with their project's success and the impact they expected it to have on the organization. The results indicate that team‐level leadership and support (i.e., inputs), along with knowledge generation and dissemination (i.e., processes), are key drivers of member performance‐related ratings (i.e., outputs). Finally, and possibly most importantly, a number of interactions were evident suggesting that the KM processes moderate the effects of the KM inputs. These findings and their implications are discussed.

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