Impact of Leadership Support on KMS-based Knowledge Seeking Behavior: Lessons Learned

Mamoona Humayun · Cui Gang

10 citations0/0 files storedResearch Journal of Applied Sciences Engineering and Technology

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Knowledge Management and Sharing Information Architecture and Usability E-Learning and Knowledge Management

Abstract

KM is a strategy that improves organizational performance and survival in a business environment. It is a challenging scenario for the organizations to manage their knowledge properly; in practice, a small amount of missing knowledge sometimes causes a great delay in the project. KMS are becoming an increasingly popular tool of KM in software development organizations. Tempting employees to seek knowledge from KMS remain an important concern for researchers and practitioners. Leadership support has been widely recognized in many studies as an important driving factor of knowledge seeking and contributions; however, the role of leadership support in promoting knowledge seeking behavior using KMS has not been adequately addressed. The purpose of this paper is to examine the leadership support and its relationship with the success of KMS as perceived by employees in China’s software development organizations who are using KMS for knowledge seeking. The data which were collected from a survey of 73 employees working in different software development organizations of china were used to test the proposed research model. The results of the survey revealed that leadership support is positively related with employee’s continuous intention of seeking knowledge. Further, Leadership support helps in promoting the use of KMS for knowledge seeking within organizations. This analysis is vital for senior management and leaders of the organizations who want to make their KMS successful, and to establish a knowledge sharing capability of their employees. In doing so, leaders should focus their efforts towards promoting KMS-based knowledge seeking behavior in their organizations.

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References

2001Understanding Information Systems Continuance: An Expectation-Confirmation Model1 1974Foundations of Behavioral Research 2005Behavioral Intention Formation in Knowledge Sharing: Examining the Roles of Extrinsic Motivators, Social-Psychological Forces, and Organizational Climate1 2005Why Should I Share? Examining Social Capital and Knowledge Contribution in Electronic Networks of Practice1 2005Why should i share? examining social capital and knowledge contribution in electronic networks of practice 2005Contributing Knowledge to Electronic Knowledge Repositories: An Empirical Investigation1 2007Effects of extrinsic and intrinsic motivation on employee knowledge sharing intentions 2006Understanding continued information technology usage behavior: A comparison of three models in the context of mobile internet

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2021Revisiting Knowledge Management System Use

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