Fuzzy AHP models for the evaluation of IT capability, data quality, knowledge management systems implementation and data security dimensions

Many organizations have implemented knowledge management systems to support knowledge management. However, many of such systems have failed due to the lack of relationship networks and IT capability within organizations. Motivated by such concerns, this paper examines the factors that may facilitate the success of knowledge management systems. The ten constructs derived from social capital theory, resource-based view and IS success model are integrated into the current research model. Twenty-one hypotheses derived from the research model are empirically validated using a field survey of KMS users. The results suggest that social capital and organizational IT capability are important preconditions of the success of knowledge management systems. Among the posited relationships, trust, social interaction ties, IT capability do not significantly impact service quality, system quality and IT capability, respectively. Against prior expectation, service quality and knowledge quality do not significantly influence perceived KMS benefits and user satisfaction, respectively. Discussion of the results and conclusion are provided. This study then provides insights for future research avenue.

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Organizational Controls as Enablers and Constraints in Successful Knowledge Management Systems Implementation

Knowledge Management and Business Model Innovation ◽

10.4018/978-1-878289-98-8.ch019 ◽

2001 ◽

pp. 326-336 ◽

Cited By ~ 3

Author(s):

Yogesh Malhotra

Keyword(s):

Knowledge Management ◽

Information Systems ◽

Knowledge Sharing ◽

Information Technologies ◽

Organizational Management ◽

Management Systems ◽

Knowledge Management Systems ◽

Organizational Controls ◽

Systems Implementation ◽

New Knowledge

Many current implementations of organizational knowledge management, although based on the most advanced information technologies, are hobbled by the pervading organizational controls. Such information systems related organizational controls could spell the success or failure of organizational management initiatives despite application of latest groupware and collaboration software. Often, such failures of knowledge management systems implementations arise from incorrect understanding and misapplication of the notion of ‘controls.’ Hence, it is critical to develop a better understanding of information systems related organizational controls so that they can facilitate the success of knowledge management systems implementations. This chapter fills the critical void of incomplete and often incorrect interpretations of organizational controls by developing a better theoretical and conceptual understanding of organizational controls and their pragmatic implications. The chapter also proposes an organic model of organizational controls for design of knowledge management systems that can effectively enable creation of new knowledge, renewal of existing knowledge and knowledge sharing.

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