JSTOR is a not-for-profit service that helps scholars, researchers, and students discover, use, and build upon a wide range of content in a trusted digital archive. We use information technology and tools to increase productivity and facilitate new forms of scholarship. For more information about JSTOR, please contact support@jstor.org. Ronald Freeze is a visiting Assistant Professor of Information Systems at the W.P. Carey School of Business, Arizona State University. He received his Ph.D. in Information Systems at Arizona State University. His broad research area is knowledge management. His research has been published in the Journal of Knowledge Management as well as AMCIS, ICIS, and HICSS conference proceedings.Abstract: We examine a knowledge management (KM) success model that incorporates the quality of available knowledge and KM systems built to share and reuse knowledge such as determinants of users' perception of usefulness and user satisfaction with an organization's KM practices. Perceived usefulness and user satisfaction, in turn, affect knowledge use, which in our model is a measure of how well knowledge sharing and reuse activities are internalized by an organization. Our model includes organizational support structure as a contributing factor to the success of KM Journal of Management Information Systems/ Winter 2006-7, Vol. 23, No. 3, pp. 309-347. © 2007 M.E. Sharpe, Inc. 0742-1222 / 2007.50 + 0.00. DOI 10.2753/MIS0742-122223031 1 3 1 0 KULKARNI, RAVINDRAN, AND FREEZE system implementation. Data collected from 150 knowledge workers from a variety of organizations confirmed 10 of 13 hypothesized relationships. Notably, the organizational support factors of leadership commitment, supervisor and coworker support, as well as incentives, directly or indirectly supported shared knowledge quality and knowledge use. In line with the proposed model, the study lends support to the argument that, in addition to KM systems quality, firms must pay careful attention to championing and goal setting as well as designing adequate reward systems for the ultimate success of these efforts. This is one of the first studies that encompasses both the supply (knowledge contribution) and demand (knowledge reuse) sides of KM in the same model. It provides more than anecdotal evidence of factors that determine successful KM system implementations. Unlike earlier studies that only deal with knowledge-sharing incentives or quality of shared knowledge, we present and empirically validate an integrated model that includes knowledge sharing and knowledge quality and their links to the desired outcome -namely, knowledge reuse.Key words and phrases: information systems success, knowledge management, knowledge management success, knowledge management systems, knowledge quality, knowledge reuse, knowledge sharing, system quality, user satisfaction.Knowledge management (KM) is evolving into a strategically important area for most organizations. Broadly, KM can be viewed as the process by which organizations leverage and extract ...

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to show that separate sources of knowledge are identified, described and clearly defined as organizational intangible knowledge assets. These knowledge assets are referred to as knowledge capabilities (KCs). knowledge management (KM) is utilized to leverage these assets with a view to systematic improvement in the process of achieving increased firm performance.Design/methodology/approach -In this paper knowledge capabilities are described in terms of their knowledge life cycle, tacit/implicit/explicit nature of knowledge, technology and organizational processes that encompass a firm's human capital identified as knowledge workers.Findings -The paper finds that five knowledge capability are presented and described as expertise, lessons learned, policies and procedures, data and knowledge documents.Research limitations/implications -The paper shows that knowledge assets can be measured and improved in order to investigate causal relationships with identified measures of performance.Practical implications -The paper shows that by explicitly describing these knowledge assets, the KM activities within organizations can more effectively leverage knowledge and improve performance.Originality/value -The paper sees that by drawing from both resource based and organizational learning literature, a knowledge management framework is presented to describe distinctly separate sources of knowledge within organizations. These knowledge sources are constructed as knowledge capabilities that can allow the assessment of organizational knowledge assets.

Success in an online learning environment is tied to both human and system factors. This study illuminates the unique contributions of human factors (comfort with online learning, self-management of learning, and perceived Web self-efficacy) to online learning system success, which is measured in terms of usage and satisfaction. The research model was tested employing SEM on a sample of 674 college students enrolled in at least one online course. The factors of comfort with online learning and perceived Web selfefficacy were significant predictors of satisfaction. Comfort with online learning was significant in predicting usage. The impact of demographic variables was examined.

JSTOR is a not-for-profit service that helps scholars, researchers, and students discover, use, and build upon a wide range of content in a trusted digital archive. We use information technology and tools to increase productivity and facilitate new forms of scholarship. For more information about JSTOR, please contact support@jstor.org. Ronald Freeze is a visiting Assistant Professor of Information Systems at the W.P. Carey School of Business, Arizona State University. He received his Ph.D. in Information Systems at Arizona State University. His broad research area is knowledge management. His research has been published in the Journal of Knowledge Management as well as AMCIS, ICIS, and HICSS conference proceedings.Abstract: We examine a knowledge management (KM) success model that incorporates the quality of available knowledge and KM systems built to share and reuse knowledge such as determinants of users' perception of usefulness and user satisfaction with an organization's KM practices. Perceived usefulness and user satisfaction, in turn, affect knowledge use, which in our model is a measure of how well knowledge sharing and reuse activities are internalized by an organization. Our model includes organizational support structure as a contributing factor to the success of KM Journal of Management Information Systems/ Winter 2006-7, Vol. 23, No. 3, pp. 309-347. © 2007 M.E. Sharpe, Inc. 0742-1222 / 2007.50 + 0.00. DOI 10.2753/MIS0742-122223031 1 3 1 0 KULKARNI, RAVINDRAN, AND FREEZE system implementation. Data collected from 150 knowledge workers from a variety of organizations confirmed 10 of 13 hypothesized relationships. Notably, the organizational support factors of leadership commitment, supervisor and coworker support, as well as incentives, directly or indirectly supported shared knowledge quality and knowledge use. In line with the proposed model, the study lends support to the argument that, in addition to KM systems quality, firms must pay careful attention to championing and goal setting as well as designing adequate reward systems for the ultimate success of these efforts. This is one of the first studies that encompasses both the supply (knowledge contribution) and demand (knowledge reuse) sides of KM in the same model. It provides more than anecdotal evidence of factors that determine successful KM system implementations. Unlike earlier studies that only deal with knowledge-sharing incentives or quality of shared knowledge, we present and empirically validate an integrated model that includes knowledge sharing and knowledge quality and their links to the desired outcome -namely, knowledge reuse.Key words and phrases: information systems success, knowledge management, knowledge management success, knowledge management systems, knowledge quality, knowledge reuse, knowledge sharing, system quality, user satisfaction.Knowledge management (KM) is evolving into a strategically important area for most organizations. Broadly, KM can be viewed as the process by which organizations leverage and extract ...