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This paper seeks to propose the factors that increase or lessen an individual's tendencies to acquire knowledge from others and uncovers the difference between an expert and a novice in the knowledge domain.

The study adopted a survey method and examined hypotheses by applying the structural equation model method. The unit of analysis was an individual.

The research illustrates that individual knowledge acquisition is influenced by the recipient's perceived value of knowledge content and knowledge source. The influence differs between those who are experts and those who are novices in the acquired knowledge domain.

The data were collected from organizations that were willing to participate in the study and not randomly selected; the possibility that the samples were atypical of a more general population exists. This study advances theoretical development by highlighting individual knowledge acquisition which fills the gap between two main knowledge management processes, i.e. knowledge transfer and knowledge application.

Management interest in enhancing knowledge exchange should pay attention to value signals both from knowledge content and knowledge source that influence acquiring knowledge by recipients.

By revealing the value factors associated with individual knowledge acquisition and providing empirical evidence, the study contributes to richer understanding of what should be perceived by potential knowledge recipients in order to enhance their acquiring knowledge from others.

To review an existing enterprise resource planning (ERP) literature and provide the inter‐organizational practice of ERP system.

A focus group (FG) method was adopted as an exploratory means to gain insights and perspective of ERP systems.

The study suggests researchers re‐examine the following ERP issues at the inter‐organizational level, namely: selection of ERP packages, integration of business processes, knowledge and applications, implementation approaches, training as well as organizational transformation and software migration.

The study examined the different ERP lifecycle phases and provided the insight factors that were crucial to overall success in implementing ERP. In addition, the empirical findings would be useful to ERP practitioners by providing better understanding of ERP from both the user and organizational perspectives. Regarding the FG methodology, practitioners can use FG at the beginning of ERP projects to gather customer needs and organizational information, which can facilitate better business and IS planning.

This paper aims to show how the adopted technology acceptance model (TAM) is used to measure the acceptance of internet use by naval officers in the Naval Department for the e‐government initiative in Thailand.

The study used two research methodologies for gathering data: the TAM questionnaire and interview. The TAM questionnaire was used to measure naval finance officers' perceptions on the internet and to find the relationship between the 12 external factors (independent factors) and dependent factors within the research framework of the study. The interview was used to explore internet use acceptance in a public organization, and to discover how government officers at one public organization felt about the e‐government initiative and internet usage within their organization.

The study analysis shows that the external factors influencing naval officers' perception on internet use acceptance were: prior experience, job relevance, commitment, trust, and autonomy. However, training and infrastructure problems are other important factors that can also lead to the acceptance of internet use.

The study outcome can provide useful information to help the organization improve its capacity for successfully implementing the e‐government initiative. Simultaneously, the study can also be used as a guideline for e‐government initiative implementation in other public organizations. As a result, this will lead to a successful e‐government initiative in Thailand.

The purpose of this paper is to envisage human characteristics and resources as critical factors in the adoption process. While an individual’s intention to adopt knowledge is considered as the primary motivator in the adoption process, these characteristics, in the appropriate amount, can accelerate the recipients’ knowledge adoption behavior. In this study four personal characteristics, comprising shared language between a knowledge sender and a recipient, the recipient’s prior knowledge, the recipient’s enjoyment in adopting knowledge, and the recipient’s self-confidence have been chosen.

This research uses four human characteristics, consisting of shared language between knowledge senders and recipients, recipients’ prior knowledge, recipients’ enjoyment in knowledge adoption, and recipients’ self-confidence, to identify their optimal roles in the adoption process. Along with the intention to adopt new knowledge, each of these characteristics was tested in both forms. A survey was conducted with white collar workers. Nine models were designed and regression technique was used for analyzing data and interpreting outcomes of these models.

This study reveals that shared language between a knowledge sender and a recipient as well as a recipient’s self-confidence to adopt new knowledge directly enhances the individual’s likelihood to start learning. Shared language and self-confidence perform better as mutual predictors, while prior knowledge and enjoyment are the moderators.

The research outcome is beneficial in the designing of organizational business strategies. Shared language between an instructor and a learner increases likelihood to adopt knowledge, thus it is advantageous to arrange prerequisite mandatory courses in order to enhance a learner’s language proficiencies. Organizations can leverage their employees’ prior knowledge if it is perceived to be low. To do so, supervisors should link eagerness in learning and augmenting competencies to career advancement. Advice from, and rapport with a supervisor is essential. Effective strategies can improve the knowledge sharing goals, and in turn achieve business objectives as a whole.