In a highly competitive environment, high-tech firms utilize capital-intensive facilities, technology-intensive products, and computer applications for gaining competitive advantages. It makes employees acquire more knowledge to perform more complex tasks. This has resulted in an increasing demand for organizations to implement knowledge management systems (KMS) for employees to steer organizational learning in the new era of knowledge-based economy. However, prior empirical examinations on factors influencing KMS success are not sufficient, particularly in the high-tech context.This study formulates and empirically tests a theoretical model to explain these factors and how they affect KMS success. Results from a sample of 141 employees selected from four high-tech semiconductor manufacturing firms provide us a more comprehensive understanding about how benefits, self-produced, and costs factors (i.e., reward, computer self-efficacy, and perceived power security) affect KMS success. It can be seen that reward and perceived power security have both direct and indirect effects on user satisfaction and intention to use KMS through perceived usefulness and ease of use. Moreover, computer self-efficacy influences user satisfaction and intention to use KMS through perceived usefulness and ease of use. Besides providing directions for development and testing of knowledge management theories, these findings will be valuable to practitioners.
IntroductionIn light of the volatility and rate of change due to shorter cycle time in product development, globalization of markets, and high professional labor pools, organizations often view knowledge as their source of core competency or competitive advantage (Alavi & Leidner, 2001;Hansen, Nohria, & Tierney, 1999;Kulkarni, Ravindran, & Freeze, 2006;von Krogh, 1998;Zack, 1999). Recently, the growing awareness and value of specialized knowledge in its various forms have been recognized in an emerging discourse known as knowledge management (KM;Blair, 2002;Hansen, 1999;Nonaka, 1994;Southon, Todd, & Seneque, 2002). KM systems (KMS) are developed for the purpose of supporting the organizational KM behavior. It plays an important role in the firms' ability to effectively apply the existing knowledge and to create new knowledge (Alavi & Leidner, 2001). Conceivably, implementing KMS successfully to help organizations manage knowledge effectively is recognized as perhaps the significant factor in determining organizational success.There are many unsolved problems for effective KM. Many researchers have argued that knowledge sharing is a critical hurdle for KM (Hansen, 1999;O'Dell & Grayson, 1998;Szulanski, 1996). Hence, the critical barrier we need to overcome for KMS success is to encourage knowledge sharing in KMS (Gold, Malhotra, & Segars, 2001;Zack, 1999). The process of knowledge sharing through electronic knowledge repositories (EKRs) involves people contributing knowledge to populate EKRs and people seeking knowledge from EKRs for reuse. Davenport (1997) emphasized that information...