Role of commitment and motivation in knowledge management systems implementation: theory, conceptualization, and measurement of antecedents of success

Abstract

Our ignorance exceeds our knowledge where issues of motivation and commitment of knowledge workers are concerned in the context of knowledge management systems (KMS) implementation (Alavi and Leidner, 2001; Dyer and McDonough, 2001; Huber, 2001). This study is motivated by the pervasive confusion about the role of knowledge workers' motivation and commitment in KMS implementation and sparse, if any, theoretical or empirical research on these issues. This paper proposes a theoretical framework for understanding how knowledge workers' commitment and motivation affect the use of KMS and resulting organizational performance of the KMS. The theoretical and empirical validation of the framework require first and foremost the theoretical development of the knowledge workers' commitment and motivation constructs and empirical validation of these constructs in the context of a real world organizational study of KMS implementation. The authors attempt to fulfill these specific goals within the scope of this paper. Future empirical research on the integration of motivation and commitment within diverse implementation contexts of KMS and organizational knowledge management programs is expected to further advance the theoretical and empirical development of the proposed framework.

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