Why People Keep Using Knowledge Management Systems: A Causal Analysis of Continuance Behavior

This study examines the factors that cause a person to become a continuous user of a knowledge management system by examining continuance behavior. Continuance behavior is the decision to continue using a product after initial use. The data for this study were obtained using an online survey. The results were analyzed using partial least squares structural equation modeling. Six main hypotheses were developed which resulted in the evaluation of fourteen hypotheses. The results show that the technological features of a knowledge management system positively influence a user’s evaluation with limited influence from the system’s community features. The results produced a 58% coefficient of determination for knowledge management systems continuance intention and 37% for knowledge management systems continuance behavior. This investigation serves as a foundation for further research on the continuance usage of knowledge management systems. It addresses the needs of practitioners by examining which conditions they can manage to increase the purposeful use of their organizations’ knowledge management systems. The study also addresses the needs of academia by expanding the literature on continuance behavior of knowledge management systems.

Assessing the success of the perceived usefulness for knowledge management systems

Recently, Knowledge Management Systems (KMS) consider one of the major fields of study in educational institutions, caused by the necessity to identify their knowledge value and success. Hence, based on the updated DeLone and McLean’s Information Systems Success Model (DMISSM), this study set out to assess the success of the Perceived Usefulness of Knowledge Management Systems (PUKMS) in Iraqi universities. To achieve this objective, the quantitative method is selected as the research design. In total, 421 university administration staff members from 13 Iraqi private universities were conducted. This study highlights a number of significant results depending on structural equation modeling which confirms that system, information, and service quality play a fulfilling role in ensuring user satisfaction and the PUKMS.

COMPARTILHAMENTO DE CONHECIMENTO EM UMA PEQUENA EMPRESA DE PRODUTOS ORTOPÉDICOS: ANÁLISE DAS PERCEPÇÕES DOS COLABORADORES

O objetivo central deste artigo é tentar compreender por meio da visão dos colaboradores de uma pequena empresa de produtos ortopédicos, as suas principais percepções, relacionadas ao compartilhamento de conhecimento organizacional. O método escolhido para a pesquisa é qualitativo com a tipologia qualitativa básica. Para a análise de resultados, foi utilizada a técnica de análise temática de Braun e Clarke. Os principais resultados encontrados demonstram que o compartilhamento de conhecimento na organização é realizado por intermédio da utilização das tecnologias de comunicações comuns ao público, assim como, com a realização frequente da técnica de brainstorming, conversas rápidas e outras estratégias para resolução de problemas conforme identificados nesta pesquisa. Referências Alavi, M., & Leidn, D. E. (2001). Knowledge management and knowledge management systems: Conceptual foundations and research issues. MIS Quarterly, 25, 107–136. Allameh, S. M.; Khozani, M. K.; Baniasadi, B. (2020) Consequences of knowledge processes in small businesses: the role of knowledge acquisition, dynamic capabilities, knowledge sharing and creativity. Int. J. Process Management and Benchmarking, Vol. 10, No. 1. Braun, V.; Clarke, V. (2012) Thematic analysis. In: Cooper, H. et al. (Eds.). APA handbook of research methods in psychology, v. 2, Research designs: Quantitative, qualitative, neuropsychological, and biological. Washington, DC: American Psychological Association, v. 2 p. 57-71. Creswell, J. W. (2007) Projeto de pesquisa: Métodos qualitativo, quantitativo e misto. 2. ed. Porto Alegre: Artmed. Cummings, J. (2003) Knowledge Sharing: A Review of the Literature. Washington D. C.: The World Bank Operations Evaluation Department. Dalkir, K. (2005) Knowledge Management in Theory and Practice. Oxford, UK: Elsevier. Drucker, P. F. (1993) Sociedade Pós-Capitalista. São Paulo: Pioneira. Gold H. A.; Malhotra, A; Segars, A, H.; (2001). Knowledge management: An Organizational Capabilities Perspective. Journal of Management Information Systems, 18 (1), 185-214. Gray, C. (2006). Absorptive capacity, knowledge management and innovation in entrepreneurial small firms. International Journal of Entrepreneurial Behavior & Research, 12 (6),345-360. Harel, R.; Schwartz, D.; Kaufmann, D. (2020) Sharing knowledge processes for promoting innovation in small businesses. European Journal of Innovation Management. ISO 30401:2018. (2018) International Organization For Standardization. Knowledge Management Systems – Requirements. Genebra: ISO. Kayas, O, G.; Wright, G. (2018) Knowledge Management and Organisational Culture. The Palgrave Handbook of Knowledge Management. ISBN 978-3-319-71434-9 (eBook). Merriam, S. B. (2009) Qualitative research: a guide to design and implementation. San Francisco: Jossey-Bass/Wiley, 2009. Morgan, G. (1980) Paradigms, metaphors, and puzzle solving in organization theory. Administrative Science Quarterly, v. 25, n. 4, p. 605-622. Na Ubon, A.; Kimble, C. (2002) Knowledge Management in Online Distance Education. Proceedings of the 3rd International Conference Networked Learning, University of Sheffield, UK, pp. 465-473. Ngah e Ibrahim (2010). The Effect of Knowledge Sharing on Organizational Performance in Small and Medium Enterprises. Santos, N.; Rados, G. J. V. (2020) Fundamentos teóricos de gestão do conhecimento. E-book. – 1. ed. – Florianópolis: Pandion, 114 p. Takeuchi, H.; Nonaka, I. (2008) Criação e dialética do conhecimento. In: Takeuchi, H.; Nonaka, I. Gestão do conhecimento. Porto Alegre: Bookman. Utami, Y.; Rofik, M.; Cahyaningtyas, N. W.; Darminto, D. P. (2021). Impact of Knowledge Sharing and Innovation on Small Business Performance. CISIS 2020: Complex, Intelligent and Software Intensive Systems pp 408-411.

Working on Crime: Individual and Team Management of Knowledge for Decision Making in the Initial Investigative Process

<p>Every police agency needs to know how a productive environment for investigators working on crime, based on an effective investigative knowledge-management system, may best be provided. In order to contribute understanding for that purpose, this research examines three strands of the theme of working on crime that are entailed in the initial stages of an enquiry: the nature of the investigative process; investigative teamwork, and the individual and team management of knowledge. It is contended that the initial investigative process requires speedy and effective use of knowledge from four main sources: from objects and scenes, from people, from investigators' own experience, and from knowledge-management systems. The management of this knowledge for decision making in the initial stages of a police investigation of a crime is essentially a process of intuitive pattern-making ahead of verification. It is both internalised and manifest, and sited within the prevailing culture, undertaken by an individual investigator upon the explicit, implicit and unknown facts available to him or her, thus creating a continuing, unselfconscious, productive interplay between the skills of one and the complexity of the other. This process takes place within a subtle and multi-layered environment, the 'investigative entity'. In order to advance understanding of the process in its environment, it was necessary first to conceptualise a new model of this 'investigative entity'. The model illuminates the complexity of the investigative task, shows the centrality of individual investigators, and their skills, to the process of investigation, and emphasises the interrogative interface of the practitioner and the decision making process with the architecture of knowledge. Classical theories and practices of decision making are discussed, amplified with material on the intuition and analytic processes which underlie the model, the particular need for knowledge in investigative decision making, and the role of investigative knowledge-management systems as tools for intuition. The role played by official knowledge-management systems in the investigative entity is delineated, but emphasis centres on the power and utility of the individual investigator's tacit knowledge and skills. However, investigative work requires that investigators must often work in teams, where for success, a supportive culture for individuals' intuitive decision making needs to be provided. The thesis examines ways in which investigative teams may be viewed, and establishes a list of criteria for identifying the nature of investigative teams. The New Zealand Police provides the locus for examining the potency and relevance of the investigative entity model, both for individual investigators and for teams, and the actual use of police knowledge-management systems by investigators. Through interviews, observation and discussion a picture takes shape of investigators managing knowledge, both as vigorously competent individuals, and in concert with others. This empirical vignette sheds light on how investigative decision making in the initial stages of an incident takes place in practice. To conclude, guidelines for providing the optimal conditions and knowledge-management systems for investigators are suggested, with the responsibility for doing so laid upon the agency and the government.</p>

Working on Crime: Individual and Team Management of Knowledge for Decision Making in the Initial Investigative Process

<p>Every police agency needs to know how a productive environment for investigators working on crime, based on an effective investigative knowledge-management system, may best be provided. In order to contribute understanding for that purpose, this research examines three strands of the theme of working on crime that are entailed in the initial stages of an enquiry: the nature of the investigative process; investigative teamwork, and the individual and team management of knowledge. It is contended that the initial investigative process requires speedy and effective use of knowledge from four main sources: from objects and scenes, from people, from investigators' own experience, and from knowledge-management systems. The management of this knowledge for decision making in the initial stages of a police investigation of a crime is essentially a process of intuitive pattern-making ahead of verification. It is both internalised and manifest, and sited within the prevailing culture, undertaken by an individual investigator upon the explicit, implicit and unknown facts available to him or her, thus creating a continuing, unselfconscious, productive interplay between the skills of one and the complexity of the other. This process takes place within a subtle and multi-layered environment, the 'investigative entity'. In order to advance understanding of the process in its environment, it was necessary first to conceptualise a new model of this 'investigative entity'. The model illuminates the complexity of the investigative task, shows the centrality of individual investigators, and their skills, to the process of investigation, and emphasises the interrogative interface of the practitioner and the decision making process with the architecture of knowledge. Classical theories and practices of decision making are discussed, amplified with material on the intuition and analytic processes which underlie the model, the particular need for knowledge in investigative decision making, and the role of investigative knowledge-management systems as tools for intuition. The role played by official knowledge-management systems in the investigative entity is delineated, but emphasis centres on the power and utility of the individual investigator's tacit knowledge and skills. However, investigative work requires that investigators must often work in teams, where for success, a supportive culture for individuals' intuitive decision making needs to be provided. The thesis examines ways in which investigative teams may be viewed, and establishes a list of criteria for identifying the nature of investigative teams. The New Zealand Police provides the locus for examining the potency and relevance of the investigative entity model, both for individual investigators and for teams, and the actual use of police knowledge-management systems by investigators. Through interviews, observation and discussion a picture takes shape of investigators managing knowledge, both as vigorously competent individuals, and in concert with others. This empirical vignette sheds light on how investigative decision making in the initial stages of an incident takes place in practice. To conclude, guidelines for providing the optimal conditions and knowledge-management systems for investigators are suggested, with the responsibility for doing so laid upon the agency and the government.</p>

Knowledge Management System in Pharmaceutical Healthcare Sector: A Conceptual Research

Aim: Pharmaceutical healthcare is a process comprising knowledge-intensive tasks. Therefore the tools used in the management of knowledge are gaining more attention. This paper aims to investigate knowledge management systems, their implementation, tools used for decision making. Method: We have used three databases to research the knowledge management system in the pharmaceutical healthcare sector. PubMed, Google Scholar and journal websites were used for the search of the required key terms. Result: After analyzing the data, it was found that the effective utilization of knowledge management systems in the pharmaceutical health care sector has increased the quality of care. There are many opportunities; some create new advances in health care, and some even create barriers. All these help in clinical decision support. Conclusion: Right decision at the right time is made by evidence-based decisions in the healthcare sector. A knowledge management system is paramount in the pharmaceutical healthcare sector. Implementation of appropriate tools will significantly enhance the quality of care.