Improving KMS Acceptance

Vitari, Claudio; Moro, Jennifer; Ravarini, Aurelio; Bourdon, Isabelle

doi:10.4018/jkm.2007040104

Cited by 17 publications

(22 citation statements)

References 55 publications

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“…The finding is in line with previous research (Bock et al, 2005;S. Liao & Chou, 2012;Vitari, Moro, Ravarini, & Bourdon, 2007).…”

Section: Structural Modelsupporting

confidence: 83%

Affiliation, Reciprocal Relationships and Peer Pressure in Knowledge Sharing in Public Universities in Malaysia

Goh¹,

Sandhu²

2013

ASS

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The aim of this study was to examine the influence of some dimensions of social capital toward knowledge sharing intention. The theoretical framework and measurement tool was derived based on the three factors of social capital dimension (sense of affiliation, reciprocal relationships and peer influence) and knowledge sharing intention. A survey was conducted and obtained a total of 235 valid respondents. The theoretical model was examined using structural equation modeling. The findings confirm that employees with high sense of affiliation and reciprocal relationships are more willing to conform to social pressure in sharing their knowledge. The results also confirm that peer pressure in the public institution will result to higher propensity in knowledge sharing among colleagues and peers.

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“…The finding is in line with previous research (Bock et al, 2005;S. Liao & Chou, 2012;Vitari, Moro, Ravarini, & Bourdon, 2007).…”

Section: Structural Modelsupporting

confidence: 83%

Affiliation, Reciprocal Relationships and Peer Pressure in Knowledge Sharing in Public Universities in Malaysia

Goh¹,

Sandhu²

2013

ASS

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“…These results also noted that promoting knowledge sharing concentrated intrinsic reasons rather than extrinsic motivations or financial rewards. The study revealed a low incidence in knowledge sharing practices compared to the NPOs and for-profit organization, which contradicted previous research that reward and recognition systems enhance knowledge sharing (Vitari et al, 2007;Vuori and Okkonen, 2012).…”

Section: Extrinsic Motivational Factorscontrasting

confidence: 99%

Motivational factors promoting knowledge sharing in the non-profit sector in Thailand

Tuamsuk

2021

Information Development

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This study aims to investigate how organizational design – especially culture, employee intentions, intrinsic and extrinsic motivational factors, and processes – promotes knowledge sharing in the non-profit context. The research used a quantitative analysis with data from a sample of 213 non-profit organizations. The sample organizations were from diverse sectors operating actively in Thailand. The descriptive statistical technique and analysis of factor loading value were utilized to present the surveyed data. Based on the study findings of the descriptive statistics data, it was noted that motivational factors such as availability, value, and enjoyment in helping the colleagues via sharing the knowledge were remarkably associated with organizational knowledge sharing. Furthermore, the results revealed that sub-factors of knowledge sharing culture, intentions, and processes were more extraordinary for enhancing knowledge management activities. On the other hand, extrinsic motivational factors – mainly, expected organizational rewards such as bonus, salary, job security, and promotion opportunities – were not significantly promoted knowledge sharing. This study supports the non-profit organization's leaders and managers finding ways to boost motivational factors to promote knowledge sharing. Moreover, the study provides empirical insight into the knowledge management-non-profit organizations research domain, which links knowledge sharing and organizational design in the non-profit environment.

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“…In addition, studies have also described the positive association between the level of employees' perception on the degree of management commitment in supporting KM initiatives with the extent to which a knowledge sharing culture exists in an organization (Benbya and Belbaly, 2005). Similarly, management's commitment to communicating the organizational benefits achieved by sharing knowledge has been found to possess a positive impact on the use of KMS in an organization (Vitari et al, 2007). As concerns to this discussion, the hypotheses given below are suggested: H5.…”

Section: Management Commitmentmentioning

confidence: 99%

“…Particularly, some of the studies have acquired their set of determinants from both quantitative and qualitative techniques (Aurum et al, 2007;Kulkarni et al, 2007;Vitari et al, 2007), others have advanced their determinants set from quantitative surveys only (Alavi and Leidner, 1999;Butler et al, 2007), while the rest of the studies have identified their set of determinants based on qualitative analysis (Benbya and Belbaly, 2005;Davenport et al, 1998;Moffett et al, 2004;Mohamed et al, 2006). All the determinants from these studies were compiled, analyzed, and listed in Table 1.…”

Section: Determinants For Kms Adoptionmentioning

confidence: 99%

“…In addition, management commitment can also be measured by the provision provided for KM activities, such as budgeted funds to support the required resources and training for using KMS. Extant studies have found that the management commitment variable displays direct as well as indirect influence toward the extent of KMS adoption in organizations (Aurum et al, 2007;Butler et al, 2007;Kulkarni et al, 2007;Moffett et al, 2004;Vitari et al, 2007).…”

Section: Management Commitmentmentioning

confidence: 99%

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Determinants of KMS adoption in Malaysian organizations: evidence across various industries

Aman

Yusof

2022

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PurposeThis article investigates the determinants of knowledge management system (KMS) adoption, specifically with reference to Malaysian organizations across various industries.Design/methodology/approachThe structural equation modelling approach using PLS technique was utilized to analyze the hypotheses developed, based on the survey data from 830 respondents comprised of information technology or knowledge management managers in Malaysian organizations from various industries.FindingsKnowledge management (KM) enabling processes, perceived usefulness of KMS, knowledge sharing culture, knowledge taxonomy, and policy and procedure for KMS work, display significant positive effects on the KMS adoption level, with KM enabling processes having the strongest significant positive influence. Meanwhile, incentive and reward, management commitment, and KMS perceived ease of use possess no significant direct effect. However, management commitment was found to have an indirect effect on the KMS adoption level, where its effect is mediated by knowledge sharing culture.Practical implicationsThis article outlines several managerial implications for enhancing the adoption of KMS, which include establishing appropriate KM enabling processes, identifying pertinent information to be preserved, shared, and reuse, and generating initiatives to instil a culture of knowledge sharing.Originality/valueThe empirical findings support the relevancy of the technology acceptance model (TAM) construct of perceived usefulness in KMS adoption context and advances the understanding that knowledge sharing culture is a highly influential factor for this construct. This study enriches and extends technology acceptance theory by presenting a more holistic model for KMS adoption with the integration of influencing factors that are inherent to organization.

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Improving KMS Acceptance

Cited by 17 publications

References 55 publications

Affiliation, Reciprocal Relationships and Peer Pressure in Knowledge Sharing in Public Universities in Malaysia

Affiliation, Reciprocal Relationships and Peer Pressure in Knowledge Sharing in Public Universities in Malaysia

Motivational factors promoting knowledge sharing in the non-profit sector in Thailand

Determinants of KMS adoption in Malaysian organizations: evidence across various industries

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