Purpose -The main purpose of this study is to craft and test a framework for the link between knowledge management (KM) and performance in organizations, with a view of providing a deeper understanding of the different KM output levels or stages that this link goes through, as well as highlighting the organizational context of each level in that link.Design/methodology/approach -A survey method was used to elicit opinions from 167 mid-and top-level managers from the top 81 Bahraini businesses.Findings -The study results produced a fishbone model. Its spine positioned knowledge management activities as the first output level, leading to innovation as the second, which in turn impacts the organization's level of agility, and finally links to performance as the head of that skeletal model.Research limitations/implications -The results highlight the different organizational enablers for these stages, which have been diagrammed as the ribs of the fish skeleton-like model. Originality/value -The framework may become a standard model, i.e. may work as a reference for academics and practitioners to help evaluate which KM level needs to be emphasized, at what time, and then what critical factors managers should work on, in order to maximize the organization's outcome from each stage of the model.

PurposeThe purpose of this study is to provide better understanding of Enterprise Resource Planning (ERP) systems adoption, as well as non‐adoption practices in a less developed country setting, namely Bahrain.Design/methodology/approachA survey method was employed to elicit opinions from IT executives from two types of companies: those which adopted ERP systems and those which so far have not.FindingsThe study highlighted the benefits, motives and barriers of implementing such systems. Moreover, for those which have not experienced these practices before, it investigated the reasons behind not implementing these systems, executives' attitudes, and future intentions towards these systems. Implications and insights for businesses, ERP systems' vendors, educators, and researchers have been discussed based on the results of the survey.Originality/valueThis study extends research efforts concerning the adoption of ERP systems to include strategic and decision‐making aspects of evaluation, which have not had appropriate attention from past research. It explores connections between these two aspects with other classical ones such as operational and technical dimensions of evaluation. Responding to repetitive research calls for appropriately scrutinizing adoption practices of this technology in different countries – especially developing ones – the paper presents the results of a survey of ERP systems adoption in Bahrain.

Research on enterprise resource planning (ERP) systems implementation has drawn much attention, in the last decade. Identifying and testing the critical factors that affect implementation success for this type of systems is one of the important streams of research in this field. Based on data gathered from a sample of 70 respondents, actively involved in their companies' ERP implementation process, this study aims to extend this stream of research with another framework of success factors based on a developing country setting, namely Bahrain. The influences of some selected critical factors were examined on two success dimensions: project success and business metrics success. Results support previous research findings in this area concerning the impact of factors such as project planning, organizational resistance, and ease of use on ERP project success metrics. Also, the study results show that project planning, business process reengineering, and organizational fit have significant influence on business success metrics. However, no significant impact was found for some classical success factors such as top-management support, technical fit, training, competitive pressure, and strategic fit on both project and business success. The article ends with implications for these findings and possible extensions for the study.

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