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The purpose of this study is to investigate the influence of technological antecedents on the usage of decision makers for the implemented knowledge management system (KMS) amongst Jordanian banks. This study extends the investigation by assessing the influence of knowledge or information quality on KMS usage. This study aims to assess whether knowledge or information quality is significantly correlated to system compatibility, relative advantage and complexity (technological antecedents).

The study model was developed by using Rogers’ diffusion of innovation (DOI) theory, on which seven hypotheses were developed. To examine these research hypotheses, a self-administered questionnaire was carried out with 341 decision makers who are using the KMS to perform their job-related activities. Structural equation modelling analysis of moment structures software was used for data analysis.

The findings revealed that decision makers usage of the implemented KMS’s is affected significantly by relative advantages, system complexity and knowledge quality, but not system compatibility. Moreover, the findings showed that knowledge quality is significantly correlated with DOI technological antecedents.

Bank managements are now in a better position to understand what kind of resources and supports are needed to achieve the maximum pay-off from KMS usage within their banks. This study has proved that it is not sufficient for Jordanian banks to focus solely on the system quality; they must also take the quality of knowledge or information (system output) as a critical factor that can affect their investments in KMS’s.

This study is one of the limited conducted studies to investigate the importance of KMS usage and related antecedents in the Arab world; particularly, in the context of the Jordanian banking sector. The findings of this study have contributed to the Jordanian financial sector for its vital evaluation of the KMS actual usage behaviour. Findings can be used by the Jordanian ministry of finance to improve the understanding of the factors influencing KMS usage in the financial sector. This study has contributed to reducing the gap of DOI literature amongst developed and developing countries, particularly in the Jordanian context.

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.

This paper aims at clarifying important contingencies for the success of knowledge management systems (KMS). More specifically, a model is developed based on the IS success model, the resource‐based view and the knowledge‐based view to explain both direct and indirect effects of KMS on organizational performance.

To test the proposed model, a survey study was conducted involving over 100 organizations that implemented various functions of KMS. The data were analyzed using structural equation modelling for the simultaneous testing of the measurement and structural models.

The empirical results provided strong support for the proposed research model. KMS usage was found to have both direct and indirect effects on organizational performance. In particular, organizational agility and innovativeness were confirmed as important mediators of KMS effects.

The findings of this research highlight the necessity of adopting a contingency theory for studying the effects of KMS on organizational performance and demonstrate the important role of some of these contingencies.

Practically, the empirical results shed light on the significance and relative importance of specific KMS applications. i.e. enterprise portals, supply chain management, customer relationship management, and competitive intelligence.

This research fills an important theoretical gap in KM research and provides valuable insights for practitioners.

Study on knowledge-based systems for scientific publications is growing very broadly. However, most of these studies do not explicitly discuss the knowledge management (KM) component as knowledge management system (KMS) implementation. This background causes academic institutions to face challenges in developing KMS to support scholarly publication cycle (SPC). Therefore, this study aims to develop a new KMS conceptual model, Identify critical components and provide research gap opportunities for future KM studies on SPC.

This study used a systematic literature review (SLR) method with the procedure from Kitchenham et al. Then, the SLR results are compiled into a conceptual model design based on a framework on KM foundations and KM solutions. Finally, the model design was validated through interviews with related field experts.

The KMS for SPC focuses on the discovery, sharing and application of knowledge. The majority of KMS use recommendation systems technology with content-based filtering and collaborative filtering personalization approaches. The characteristics data used in KMS for SPC are structured and unstructured. Metadata and article abstracts are considered sufficiently representative of the entire article content to be used as a search tool and can provide recommendations. The KMS model for SPC has layers of KM infrastructure, processes, systems, strategies, outputs and outcomes.

This study has limitations in discussing tacit knowledge. In contrast, tacit knowledge for SPC is essential for scientific publication performance. The tacit knowledge includes experience in searching, writing, submitting, publishing and disseminating scientific publications. Tacit knowledge plays a vital role in the development of knowledge sharing system (KSS) and KCS. Therefore, KSS and KCS for SPC are still very challenging to be researched in the future. KMS opportunities that might be developed further are lessons learned databases and interactive forums that capture tacit knowledge about SPC. Future work potential could identify other types of KMS in academia and focus more on SPC.

This study proposes a novel comprehensive KMS model to support scientific publication performance. This model has a critical path as a KMS implementation solution for SPC. This model proposes and recommends appropriate components for SPC requirements (KM processes, technology, methods/techniques and data). This study also proposes novel research gaps as KMS research opportunities for SPC in the future.

This study aims to examine the impact from technical and social aspects on knowledge management system (KMS) success. Moreover, this study also attempts to examine the interrelationships between KMS success and user satisfaction.

A questionnaire survey was used to collect data from the commercial bank officers to test the proposed KMS success model. All the measurement scales adopted in this study were adopted from the existing literature. The data collected in this study were analysed using both SPSS and structural equation modelling approach via AMOS.

The research results indicate that both technical (knowledge quality, system quality and service quality) and social factors (user trust and management support) play a significant and positive role in system user satisfaction. The results also show that user satisfaction have a direct influence on the success of KMS and vice versa.

This study is one of the few studies on KMS which include both the technical and social perspectives in examining KMS success. This research study raises the importance of social factors, which have been earlier neglected by many studies on KMS success models. Moreover, the interrelationships relationship between KMS success and user satisfaction also been examined in this study.

The purpose of this research is to investigate how socio-technical factors inherent in organizational practices and knowledge management systems (KMS) lead to the emergence of autonomous motivation to use KMS and which in turn influences actual utilization and competency development as an impact of KMS utilization.

This research takes a quantitative approach to data collection on the constructs measuring socio-technical factors, autonomous motivation, KMS utilization and competency development. The survey consisted of 306 knowledge workers across different organizations in Malaysia with experience using KMS. The data collected were analysed using structural equation modelling approach with AMOS software.

The research findings indicate that the existence of innovative norms in organizations and KMS that provide adequate linkages or connections among knowledge workers are significantly and positively related with the development of autonomous motivation towards KMS use. In addition, autonomous motivation to use was found to have substantial influence on KMS usage and moderately influences the development of competency. Finally, the actual utilization of KMS was found to be contributing significantly to competency development among knowledge workers.

Although the approach of this study is aimed at generalization of results with the combination of responses from individuals working in different organizational settings, few limitations may still affect the scope of the study. First, only an innovative norm is considered as an organizational factor in this research, other constructs such as collaboration and structure are important factors which can be explored in a future study. Secondly, the study is limited to a single country; future studies may include knowledge workers from different countries with exposure to different cultures.

The research offers recommendations and suggestions to managers and top management on the organizational practices and KMS design that can make knowledge workers volitionally utilize the KM systems as well as how the impact of implemented KMS on knowledge workers can be measured.

The conceptualization of autonomous motivation to use KMS and the factors contributing to it, as well as identification of competency development as a benefit of KMS use, represent an innovation in the theoretical perspective.

The purpose of this paper is to show how continual enhancement of knowledge management systems (KMSs) enhances knowledge sharing intention.

This study integrates information system (IS) success with social cognitive theory (SCT) to explain knowledge sharing intention. Based on a survey of 276 KMS users in Taiwan’s information technology industry, the structural equation model has been applied to examine the influence process from a user satisfactory context to personal cognitive beliefs, and thus knowledge sharing intention.

The results indicate that the user satisfactory context stimulated by continual KMS enhancement increases knowledge sharing intention through the mediation of personal cognition of self-efficacy and outcome expectancy.

The results have empirical implications for learning how to motivate developers’ patience and passion for follow-up improvements to meet user expectations empathically, which has been emphasized for service provision.

The originality of this research is its explanation of system adoption behavior, which combines the core of IS success with SCT, links user satisfaction to intention to use, and concerns behavior within a specific context.

Knowledge management (KM) is widely adopted by organisations to improve their performance and make informed decisions. Prior research has confirmed that Information Systems (IS) play a critical role in effective KM. The purpose of this study is to examine the existing literature on the role of cloud-based KM systems (C-KMS) in small- and medium-sized enterprise (SMEs) by understanding its impact on the five KM processes: knowledge acquisition, creation, storage, sharing and usage.

This study conducted a systematic literature review by examining 133 journal articles and 24 conference papers from 2010 to 2021 on the role of cloud computing in KM for SMEs.

This study revealed that there are numerous empirical analyses on KM processes and tools in SMEs; however, only few studies demonstrate how the whole gamut of KM processes can adopt cloud computing in SMEs. Therefore, SMEs are ineffective at KM with limited IS intervention. This paper offers a proposition on how C-KMS can impact all five KM process, thereby increasing its effectiveness of KM in SMEs. This study analysed the benefits of C-KMS that brings to SMEs in terms of availability, scalability, reliability, security and cost.

This systematic review is restricted to certain databases (ScienceDirect, Sage journals, Scopus and Emerald Insight) and specific IS conference proceedings to source articles. The selection of search criteria and time frame is based on this study’s assessment and choice. This study adds value to our understanding of the role of KM in SMEs, and it reinforces the role of cloud computing in effectively managing knowledge in SMEs. The proposal of C-KMS for the enhancement of KM has significant implications for SMEs to effectively use knowledge for their survival and superior performance.

This study suggests three practical implications. First, adopting and using C-KMS provide a strong foundation to manage knowledge for SMEs in a cost-effective way. Second, C-KMS improves the effectiveness of KM by increasing availability of knowledge artifacts, which in turn aids SMEs’ growth. Third, C-KMS is useful to codify SME’s knowledge, and accordingly supports employees to acquire and use knowledge based on their requirements.

This study discussed C-KMS with contemporary social issues, such as the COVID-19 pandemic challenges for SMEs and demonstrated how C-KMS can support SMEs to handle such crises by managing knowledge effectively.

This research highlights the importance of the implementation of a C-KMS for the enhancement of KM in SMEs. The review provides empirical evidence on the challenges faced by SMEs regarding KM, as they often only have enough resources to focus on a single KM process, predominantly knowledge sharing. Consequently, a holistic approach to KM cannot be realised by SMEs. In this context, the findings of this study offer theoretical and practical insights into the role of cloud computing by addressing the challenges of KM in SMEs.

The purpose of this paper is to examine the impact of adopting knowledge management systems (KMSs) on firms’ performance. Although many organizations have adopted the notion of KMS, there is little evidence on the effect of KMS on a firm’s performance, especially in an emerging economy like the Egyptian one. An intensive literature review is conducted not only to synthesize but also to establish the conceptual foundations for the systemic perspective of knowledge management and its potential impact on knowledge management performance in an emerging information and communication technology (ICT) industry. This systemic perspective fits with the evolutionary nature of such an emerging industry in Egypt.

The empirical study of this work is conducted on knowledge-intensive firms operating in the field of ICT. The paper is descriptive in nature where a quantitative research design is adopted to survey senior managers’ perceptions – from both national and multinational enterprises operating in Egypt – on the pay-off maintained from creating an integrative KMS. The primary data are collected from 90 managers holding significant top positions related to the knowledge management area. A linear simple regression test is conducted to discover the initial association between the conceptual model’s key variables.

The results of this work reveal that there is a positive association between each of the six elements that constitute a KMS, namely, knowledge: creation, acquisition, codification, sharing, transfer and measurement, and the perceived knowledge management performance. Besides, there is a significant positive association between the adopted total KMS and perceived knowledge management performance. This study provides strong evidence that KMSs are essential to improve firms’ performance. The results of t-test and analysis of variance assert that the gender, types of business, year of experience and age of respondents have no significant difference to perceived knowledge management performance resulting from KMS.

The findings reflect the fact that informants have to deploy six components that constitute a KMS to realize improvements in knowledge management performance. This work also highlights a number of findings of great value to managers in the ICT sector. Yet, the empirical study does not cover all the issues which are linked to KMS implementation. Issues such as culture, trust and leadership role in building a significant KMS are not examined in this work. Also, the generalizability of the findings to other industries must be considered carefully. Although the findings are statistically significant, the framework developed may be quite specific to the ICT organizations.

This paper enhances managers’ understanding in deploying the notion of KMSs to leverage their corporate performance. It also provides managers in emerging markets with an integrative perspective to fundamental issues that encounter them when they put those KMSs into practice.

This research advances understanding of the application and benefit of KMS in ICT firms in several ways: it provides a better understanding of KMS and practices currently being applied in the Egyptian ICT firms. There had been little or no industry-wide empirical research on this topic to date, it provides a better understanding of knowledge processes in the ICT sector; specifically, the links between knowledge acquisition, creation, codification, sharing, transfer and measurement, and their links to performance, the measurement instruments developed for this research constitute a reliable set of construct measures that provide a basis for future research.

This paper advances the knowledge management subject by synthesizing past studies into an integrative KMS that directs scholars’ attention on how to examine the notion. It is claimed that KMS help those managers improve core business processes, management decisions and, accordingly, firms’ performance. Besides, this study suggests a set of implications for managers in an emerging market that has recently adopted the notion of KMSs. This study also reflects the viewpoints and perceptions of key managers in a strongly evolving knowledge-intensive industry that has an increasing impact on the GDP of an entire nation throughout the past two decades.

This paper aims to examine and validate the effect of knowledge management systems (KMS) on innovation.

Survey data from 392 employees working in private and public organizations in the state of Kuwait were collected and used to test the proposed research model and hypotheses through structural equation modeling.

This study finds that system quality, information quality and service quality of KMS have a positive effect on perceived usefulness and perceived ease of use of the system, and in turn, they have a positive effect on actual use of KMS which leads to net benefit represented in an increased innovation for employees who use the KMS. Employees (users of the system) indicated that the use of the system helped them to improve their work, come up with new ways to conduct work, discover new solutions to solve problems, accomplish more complex tasks in less time and communicate in a better way with other employees.

The findings of this study analyzed the elements of KMS that influence innovation in public and private organizations at the individual level. This should be helpful for the designers of KMS to focus on those success factor elements when building KMS, which should make it easy for individuals to acquire knowledge, use it, share it and thus become more innovative and successful in the work they do and the decisions they make. The study also shows a positive relationship between usefulness, ease of use and attitude toward using KMS. Developers of KMS should also take these guidelines in consideration when designing a responsive KMS.

Both knowledge and innovation are considered as crucial sources for sustaining the competitive advantage for organizations. However, despite this, knowledge management (KM) and innovation have established themselves as separate fields and distinct areas of research. However, although KM has a strong relationship with innovation, it is unclear if the research literature in these two fields converge. There is a lack of research studies that deal with interrelation of KM and innovation in organizations. This study is among the first to attempt to fill this gap by empirically investigating the effect of KMS on innovation in both private and public organizations in the state of Kuwait.