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The purpose of this paper is to analyze the impact of information technology (IT) competency on knowledge management processes and the relations among IT competency, knowledge management processes and performance outcomes.

The study uses survey data from 162 managers and structural equation modeling to assess the links between IT competency, knowledge management processes and firm performance.

First, this study finds that IT competency plays a critical role in knowledge management processes. Second, knowledge management processes are directly related to market performance, which, in turn, is directly related to financial performance. Third, no direct relation exists between IT competency and firm performance. Knowledge management processes mediate the relation between IT competency and market performance.

The research is cross‐sectional, so cause‐effect relations cannot be definitively inferred from the results.

The findings indicate that managers should not only focus on allocating sufficient resources for IT investments. To achieve better performance, these technologies need to be used to support the development of the knowledge management processes.

This study contributes to knowledge management research, identifying a key antecedent of knowledge management processes – IT competency – and analyzing the link between knowledge management processes and performance. Moreover, this study is relevant to IT literature because it shows that IT competency, on its own, is insufficient to generate and maintain a competitive advantage. Firms need complementary strategic capabilities such as knowledge management to strengthen the effect of IT competency on firm performance.

The mobile shadow information technology (IT) phenomenon is both completely misunderstood and negatively explored by those participating inside the organizational ecosystem. It represents all internet-based software, any other solutions for communications or employees’ sharing without any formal authorization or approval from the IT department. Such behavior can lead to a security breach of the organization’s data privacy, as these risks could disseminate it without the organization fully knowing. Recent research identifies that shadow IT is rarely covered from the knowledge sharing and knowledge protection (KP) perspective. This paper aims to provide an insight on how mobile shadow IT as a phenomenon could impact KP of an organization as a whole.

This is an exploratory study based on a qualitative approach. The authors conducted interviews with 11 IT users to answer the main research question. The interview guidelines were divided into three parts: types of mobile shadow IT and occurrence; KP nature in the workplace; and mobile shadow IT impact on KP.

The research findings identified that most interviewees use mobile shadow IT without any notice or permission from their IT departments. This sharing also negatively impacts the KP in the organization. The most common mobile shadow IT applications are the clouded type like Dropbox, Google Drive and WhatsApp. Interviewees are using mobile shadow IT mainly because organizations do not provide suitable tools to communicate efficiently. The authors concluded that mobile shadow IT harms KP with no security and privacy on what is being shared because this process is unmonitored by the organization.

For adequate knowledge and data protection, IT departments need to take more actions and efforts. This study can help IT decision-makers cope with the technology changes while understanding mobile shadow IT impacts. This study also offers insight regarding types of applications that can be used as an alternative tool for employees rather than using unauthorized applications. This research shows that medium-sized organizations are free to use these applications, which can cause damage to organizations.

This research is arguably among the first to explore the interviewees’ perspectives on how mobile shadow IT impacts KP. This paper also provides theoretical and practical insights by identifying the three primary constructs and how mobile shadow IT usage can affect KP.

Business process management (BPM) has been discussed in much literature as a crucial approach to achieve firm-enterprise business performance, however in term of digital business transformation to face the current digital enterprise business era, there is still much to be explored. Drawing sociotechnical perspective of ETHICS theory, the study develops and conceptualize information technologies/systems (IT/IS) proactive capability and socialization-codification knowledge process that produce business transformation process in digital-based era.

Of the 173 company-enterprise respondents in Indonesia, the authors empirically test and validate the conceptual model using structural equation model tool-SmartPLS and SPSS statistical. The enterprise respondents were manufactures industry, construction services, hardware and software, plantation and agriculture, financial and insurance services, and other retail trade.

The authors found different findings of mediating effect and direct relationship effect. Socialization knowledge process has directly influence IT/IS proactive capability and enterprise digital business transformation. Codification knowledge process has successfully support IT/IS proactive capability, but unsupported correlation on enterprise digital business transformation. Also, IT/IS proactive capability positively influence enterprise digital business transformation. Enterprise business process suffers when the firm transform their business process into digital-based only using codification knowledge practices because documented knowledge (codification type) is not strong enough to help company in the way of enterprise digital business transformation. Mediating role show IT/IS proactive capability is crucial approach for enterprise business transformation to maximize codification knowledge practices. The findings present one fully supported results of mediation role through IT/IS proactive capability. A stronger support for enterprise IT/IS strategy in company, a high opportunity for codification knowledge practices to improve the digital ways to transform the enterprise business process. In short, the results can guide enterprise managers on how to manage their knowledge resources and maximizing emerging technologies to achieve enterprise digital business transformation.

The authors acknowledged that future studies would be worthwhile to create, develop and strengthen the model and its related foundation. Future research may try different concept/theory that applicable in enterprise digital business transformation. Also, an opportunity for future study is how enterprise digital business transformation in different context of industries with the current emerging technologies (e.g. IoT, big data, AI).

This study offers a theoretical and conceptual framework to the applicable digital-based within enterprise business transformation context. A knowledge/novel contribution of this study is the integration of a sociotechnical that highly relevant and drives enterprise digital business transformation. This study also is an effort to combine some areas such as business transformation strategy, knowledge-intensive business services, knowledge management and IT/IS.

Absorptive capacity has been defined as an organization's ability to recognize the value of new information, assimilate it, and apply it to productive ends. This study aims to examine the type of organization culture that influences the capacity of hospital organizations to innovate by absorbing new technology and the importance of this absorptive capacity in information technology (IT) implementation success.

Based on previous research, this study proposes a measure of absorptive capacity that includes managerial IT knowledge and communication channels and tests its relationship to the level of success implementing new systems. A sample of 192 hospital administrators shared their opinions about their organizations culture, ability to absorb new technology, and the extent to which their latest IT implementation operational for at least one year has been a success.

The results show the importance of organization culture as an important factor in developing absorptive capacity, and the latter's influence in the implementation of new technologies.

The study provides insights into the types of activities that management should undertake in order to enhance absorptive hospital capacity.

Accountants and the accounting profession have always been users of information technology and the claim for enlarging levels of Information Technology/Information Systems (IT/IS) skills/knowledge in practitioners and accounting graduates is more powerful than ever. The use of Information Technology in support of business is widespread and becoming more so. Indeed, it is no longer possible to meet the expectations of users of financial and other business performance information without using Information Technology tools. Both academics and practitioners have recognised the value and importance of IT/IS in the achievement of success in the competitive business world and IT/IS skills/knowledge as being essential to longterm success for accountants. The challenges facing organisations now require the skills of a special kind of accountant, this research called the “Hybrid Accountant” (combining IT/IS competencies and mainstream accounting capabilities). A “hybrid” accountant blends different skills and knowledge of business management and information management. It is generally felt that today’s accounting education process fails to develop accountants who are able to serve in this type of demanding accountant.

The purpose of this paper is to propose a model of knowledge transfer that takes into account both the perspective of the sender and the perspective of the receiver, with an emphasis on the latter. The contention is that, although externalizing knowledge residing in an individual or group and making it accessible to others either through direct communication or embedding information in the organizational system is a necessary component of knowledge transfer, it is not the only component. An equal, but understudied, share of the knowledge transfer effort takes place when the receiver of the knowledge engages with it, internalizing it and making it usable for the receiver as well.

The paper first defines knowledge from a pragmatic, organizational perspective. Second, it presents the model. Finally, it evaluates the current direction of knowledge transfer studies in light of the main tenets of the model.

Engagement of information is a necessary step before knowledge can be effectively transferred to a receiver. Engagement is defined as an act whereby the receiver of the information actively uses the information by applying it to specific tasks.

Companies should be aware that there is a tendency to under‐invest in engagement and over‐invest in embedding information.

The model differs from current models in that it proposes that in virtually no case is the interplay a zero sum game. In most cases, investing more in embedding information requires investing more in engaging the information.

Scholars have examined the possible relationship between information technology (IT) and organizational agility. Although the general-level effect of IT is undisputed, empirical research on how different types of IT contribute to various aspects of organizational agility remains scarce. Therefore, this study aims to propose an integrated framework of internal capability and external environment to address this research gap.

This study investigates the potential mediating effects of absorptive capacity and the moderating effects of information intensity in the IT‒agility relationship. With a dataset comprising 165 organizations in China, this work provides empirical evidence that the effects of absorptive capacity and information intensity are multifaceted and nuanced, thereby revealing the latent mechanisms of IT competency and organizational agility.

Absorptive capacity partially mediates the effects of IT knowledge and IT operations on market capitalizing agility and fully mediates their effects on operational adjustment agility. However, no direct or indirect effects of IT objects are found on both types of organizational agility. Information intensity also positively moderates the effects of IT operations and IT objects on absorptive capacity. However, no significant moderation is found with regard to IT operations.

This study provides novel insights by demonstrating clearly the different mediating roles of absorptive capacity in the relationship among various types of IT competency and diverse aspects of organizational agility. This work also underscores the moderating role of information intensity in shaping absorptive capacity through IT competency.

To analyze the crucial role that enablers play in carrying out knowledge management within the enterprise.

This research uses the method of a case study and has directed the survey on Advanced Semiconductor Engineering, Inc. (ASE) and VIA Technologies, Inc. (VIA). It is anticipated through the case study of these two companies that it will be possible to verify the finding of enablers concluded by other papers, thus showing the inter‐relationship between theory and business.

It is found that among the enablers: on the part of strategy and leadership; obtaining top managements' support is most important; among organization culture enablers is the forming of an atmosphere and culture of sharing is most important but needs to be supplemented by informational technology; among people enablers, other than training courses and channels that provide learning, employee incentive program is one of the executing key factor; and among informational technology enablers, other than the digitization of documents, the function of speedy search of information for its re‐use is becoming more and more important.

The result of this study not just validates theory with reality; it also provides a reference for the academia as well as the business field.

This paper has discovered that establishing a dedicated unit for implementing knowledge management is also one of the key enablers. Its role does not just stop at managing knowledge, but instead it plays the role of furthering knowledge management by taking on the duty of assisting and coordinating different departments in their communication.

Organisations that systematically manage their knowledge based on processes of creating, storing, transferring and applying knowledge are likely to achieve both performance improvements and competitive advantages. However, companies often succeed in the first three processes only, while neglecting knowledge application. The phenomenon of employees not relying on existing knowledge when solving specific problems is referred to as knowing-doing gap. While the existence of this gap is well acknowledged, the purpose of this study is to advance the understanding how respective barriers of knowledge application can be overcome, in particular concerning the role of information technology (IT).

This study applies a case study design, thereby relying on various data sources, such as interviews, documents, field notes, observations and demonstrations. The analysis follows established guidelines for thematic analysis.

An understanding of knowledge application as a three-step process is derived. The set of knowledge application barriers, identified practices to overcome the barriers and yielded themes that explain the role of IT in bridging the knowing-doing gap are complemented.

The role of IT in bridging the knowing-doing gap and contributing to the general understanding of the knowing-doing gap by also considering practices concerning the people and process dimensions is illuminated. While IT plays a central role in applying knowledge, successfully overcoming the knowing-doing gap requires organisational practices at the people and processes dimensions that are aligned with the IT. The set of barriers of knowledge application at the individual, group and organisational levels is complemented.

The practices to bridge the knowing-doing gap at the intersection of the people, processes and technology dimensions are identified. Specifically, the role of IT in overcoming barriers to knowledge application is explored.

This thematic analysis yields a theoretical explanation for knowledge application as a three-step process and suggests practices to bridge the knowing-doing gap for each step. Furthermore, four major themes that explain the role of IT for this process in depth are derived.

Firms invest much money in information technology (IT) since IT support has been recognized as a critical enabler of employee outcomes. However, the value obtained by organizations and their employees is not always as much as they anticipated because of, at least partly, a poor relationship between IT staff and users. The purpose of this paper is to apply the social capital theory to examine relationship management between IT and business and explores mechanisms through which social capital between IT staff and users affect users’ employee outcomes, including job satisfaction and job performance.

Based on social capital theory and past literature, the researchers propose a research model and explore the effect of social capital on knowledge sharing, IT users’ perceived service quality, job satisfaction and ultimately job performance. Based on a survey of 289 respondents, this study applies the partial least square technique to test the research model.

Mediation test was performed to explore the effect mechanisms of social capital on employee outcomes, and the results indicate that three dimensions of social capital affect IT users’ job satisfaction and job performance in different approaches.

This study uses social capital theory to direct how to improve the poor relationship between IT staff and users and provides a useful insight into the mechanisms through which three dimensions of social capital improve users’ job satisfaction and job performance.