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This article investigates the determinants of knowledge management system (KMS) adoption, specifically with reference to Malaysian organizations across various industries.

The 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.

Knowledge 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.

This 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.

The 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.

The potential for the adoption of a knowledge management system (KMS) is becoming a crucial matter in small and medium enterprises (SMEs); however, there is a scarcity of studies related to KMS adoption in SMEs. Therefore, the purpose of this paper is to advance further our understanding of the factors that influence the KMS adoption process among SMEs.

The collected sample size was 247 respondents. For statistical analysis, Smart partial least square (PLS) (a structural model-based tool) was used to build, run and validate the process model. PLS regression techniques were used to analyze the latent constructs. Smart PLS exhibits both the measurement model and the structural model.

The results indicate that knowledge management capabilities, knowledge sharing, organizational learning capabilities and IT capabilities are the significant factors which influence KMS adoption. This study also identifies some unexpected results.

The number of responses obtained from the survey was rather small. However, a larger number of responses would probably have resulted in a more accurate finding. Additionally, this study should be verified via a larger sample to increase its generalization.

The result of this study will provide SMEs with valuable guidelines to better understand what factors should be considered as highly important and thus providing decision makers and managers with valuable insights to increase the adoption level of KMSs.

The study addresses the research gap by developing and empirically validating a research model of KMS adoption from a different perspective that incorporates critical issues which have never been simultaneously examined.

To summarise the findings from research in adopting and diffusing knowledge management systems.

The approach is a summary of the study findings and a discussion of these.

The findings explain the adoption and diffusion of a KMS in an organization. These include: perceived usefulness has a positive relationship with an organization embarking on a KMS; people's decision to accept and use a KMS is directly determined by perceived user‐friendliness and perceived voluntariness; and the KMS diffusion process takes place in six stages.

This study tested the entire research model. In the future, parts of the model could be extracted and investigated in detail.

The results have significant implications for managerial practices, including the need for a KMS; the cost of a KMS; significant factors of KMS adoption and diffusion; end‐user focus and involving people in the KMS; and organizational adjustment to embrace the KMS.

The study develops and tests a comprehensive model of KMS adoption and diffusion.

This paper aims to focus on the diffusion process of Knowledge management systems (KMSs). Specifically, to identify the sequence of stages of the process.

The paper presents a six‐stage model of the KMS diffusion process. It then provides an empirical test of the sequence of steps in the KMS diffusion process in Australia. Structural equation modelling using LISREL is used as the analytical tool for the empirical test.

The results show that all the hypotheses related to the sequence of the KMS diffusion process are significant. This is an important and significant finding. It clearly demonstrates how KMS adoption and diffusion should be planned in Australian organizations.

The research identifies six stages of KMS diffusion based on the results from selected Australian companies: initiation, adoption, pilot implementation, organic growth, organizational implementation, and sustained use/diffusion of KMS.

This study aims to investigate the factors influencing the adoption and diffusion of knowledge management systems (KMSs) in Australia.

The study uses a mixed methodology approach. The research was carried out in three stages: field study, pilot survey, and national survey (top 1,500 companies). This paper reports the findings of the third phase of the study – the national survey. The data of the national survey was analyzed through structural equation modeling (LISREL).

The results indicate that individual factors and task complexity are the significant factors that influence the perceived usefulness of KMSs which, in turn, significantly influence the intention to adopt a KMS and its diffusion process. Some unexpected results were also found.

There is a scarcity of studies on the empirical perspectives of KMSs in the literature, especially in the area of adoption and diffusion. This research addresses this gap by studying the adoption and diffusion of KMSs in Australian organizations.

While the prior research suggests that leadership has important influences on IT acceptance and use, there has been little empirical investigation that identifies the specific managerial behaviors associated with adoption success. This study attempts to address this issue by exploring the influence of empowering leadership on knowledge management system (KMS) adoption through its effects on task‐technology fit and compatibility.

To test the proposed research model, data were collected through a questionnaire survey sent to IT managers of 500 large companies in Taiwan.

The results show that empowering leadership has an indirect effect on KMS usage. Empowering leadership was positively related to both task‐technology fit and compatibility, which in turn were both positively related to usage of KMS.

There are two limitations to this study, requiring further examination and additional research. First, the sample was drawn from Taiwanese organizations. Hence, the research model should be tested further using samples from other countries, because cultural differences may exist between Taiwan and other countries. Second, this study obtained just 151 completed questionnaires for a 30.2 percent response rate. The limited number of respondents in the survey also causes concern. As a larger sample that brings more statistical power can provide more stable and consistent results, the study should be verified with a larger sample to increase generalization.

This study suggests that practitioners should not only focus on the technology issue (i.e. providing suitable knowledge to meet user needs and accruing high compatibility with user working style), but also be concerned with the impact of leadership style. Managers should consider how to empower subordinates appropriately, a decision that can indeed facilitate the development of an environment where employees participate in knowledge management activities more spontaneously. Without such appropriate leadership, however, even though firms may introduce a well‐built KMS, it is unlikely that system would effectively exert its full range of benefits.

The results of the study will be useful to practitioners in understanding the type of leadership that should be employed in the context of KMS, thus increasing the success rate for adopting the system and further achieving knowledge management goals.

By expanding the technology acceptance model, this paper aims to provide a research model for examining the impact of information quality and task technology fit on the adoption of KMS.

To test the proposed research model, data are collected through a questionnaire survey sent to IT managers of 500 large companies in Taiwan.

Based on the study, it is suitable to use a technology acceptance model to study adoption of KMS and explore how two external variables, information quality and task technology fit, affect the intention to adopt. Additionally, information quality has a directly significant effect on ease of use that users perceive and usefulness where fit between task and KMS is high.

A mass mailing of a somewhat lengthy, blind survey to busy managers produces a somewhat low response rate. Thus, the generalized nature of the findings is somewhat in question, making replication of the study in Taiwan important.

The study distinguishes the design of information systems and knowledge management systems. For adoption of KMS, managers must pay more attention to the quality of information provided, and the contextual features of the knowledge involved.

The value of this paper is in demonstrating the role of information quality with KMS, and providing further insight into the co‐relationship of information quality, usefulness, and fit between task and KMS, leading to more effective strategies for KMS adoption.

The purpose of this study is to understand factors that motivate an individual to seek knowledge on knowledge management systems. Specifically, the work seeks to clarify the impact of organizational practices on an individual’s intention to seek knowledge. The overarching theme is to broaden the current understanding of factors that impact individual knowledge seeking behavior and narrow down factors for which interventions can be developed.

In-depth interviews were conducted with the members of knowledge management (KM), human resources (HR) and learning and development teams of Robert Bosch Engineering and Business Solutions Private Limited (RBEI) to understand knowledge behaviors of employees. Subsequent to an exploratory analysis, the survey methodology was used to collect data from members of RBEI. A proposed theoretical model was then validated using partial least squares.

Empirical findings suggest that to motivate participation, organizational KM practices need to be geared towards promoting curiosity and engaging learners. Results indicate that overt recognition of knowledge seeking behaviors by HR could be counterproductive.

This study was limited to an MNC engineering organization in one geographic location; one must be cautious when generalizing these results. Replicating this study in multiple organizations will help mitigate this limitation.

Little is known on the effect of KM and HR practices on knowledge seeking behaviors. This work addresses this gap and presents a comprehensive model.

This paper aims at presenting the functional model of a “sense‐emerging assistant knowledge management system” (SEA‐KMS) intended to assist the emergence of sense in activities supporting the user in the attribution of full sense to what he is doing.

The design of this KMS is based on the theoretic background of narrative/passion semiotics and the concept of sense as oriented meaning of actions. SEA‐KMS is designed to provide user‐supportive functions to help the user in understanding the value of his activity: contextualise the user in his activity in relation to the overall activities as well as give him personalised assistance from the theoretical and practical aspects of the activity in order to mitigate working situations possibly felt as alienating.

Assisting the user in attributing full sense to the value of his activity fosters his further knowledge construction, which will eventually result in a more effective and satisfactory accomplishment of the task. This assistance policy can prove to be particularly effective if knowledge from user‐monitoring is exploited to select and provide the user with the opportune knowledge in a contextualized way.

The major expected practical implication is the global benefit as a result of increased individual awareness in the activity and in the overall organizational processes.

The system tries to make sense emerge in an individual, by punctually acting to mitigate passion‐related behaviours which often emerge as an individual sense‐path as a reaction to alienating working situations.

This paper aims to highlight the degree of diffusion and intensity of use of knowledge management systems (KMSs) among small and medium enterprises (SMEs) in Brazil and apply a taxonomy that synthesizes the strategies of use of KMSs by the SMEs. In addition, it seeks to better understand the processes, practices and technologies of KM by SMEs, pointing improvements in the KMS of Brazilian SMEs and contributing to obtain better results in the search for efficiency and innovation.

Based on a literature review on KMSs used by SMEs, an empirical investigation was conceived, developed and conducted through online questionnaires involving 49 selected SMEs operating in several sectors.

This paper reinforces the results of the previous work of Cerchione and Esposito (2017) that point to the existence of a reciprocal relationship between KM-Tools and KM-Practices: one reinforces the other and vice versa. On the other hand, it indicates a difference in the behavior of Brazilian companies in relation to the sample of Italian companies studied by Cerchione and Esposito (2017), which presented a negative correlation between the general differentiation index and the general use intensity index of SMEs, while the Brazilian ones showed a positive correlation.

The study points out the need for greater dissemination of practices and tools to support knowledge management (KM), as well as greater support for the implementation and effective use of these practices and tools within the organizational context of SMEs.

This paper identifies the main practices and tools to support KM used by Brazilian SMEs, indicating the need for investments in employee training and acquisition of tools.

SMEs represent an important part of the generation of jobs and income in Brazil. Initiatives that lead to the successful implementation of tools and practices to support KM can increase the efficiency and productivity of these organizations.

This paper applies in a sample of Brazilian companies the taxonomy proposed by Cerchione and Esposito (2017) combining strategies of SMEs for the use of KMSs.