The inertial impact of culture on IT implementation
Information and Management
Information assets, technology, and organization
Management Science
Intellectual capital: the new wealth of organizations
Intellectual capital: the new wealth of organizations
Organizational knowledge and the intranet
Decision Support Systems - Special issue: intranets and intranetworking
The Cathedral and the Bazaar
Working Knowledge: How Organizations Manage What They Know
Working Knowledge: How Organizations Manage What They Know
Barriers to effective use of knowledge management systems in software engineering
Communications of the ACM
Information Systems Research
Computer-mediated knowledge sharing and individual user differences: an exploratory study
European Journal of Information Systems
A motivational model of microcomputer usage
Journal of Management Information Systems
A Knowledge Management Success Model: Theoretical Development and Empirical Validation
Journal of Management Information Systems
General Perspectives on Knowledge Management: Fostering a Research Agenda
Journal of Management Information Systems
Knowledge Management: An Organizational Capabilities Perspective
Journal of Management Information Systems
IT STRATEGY AND INNOVATION: Recent Innovations in Knowledge Management
Information Systems Management
Information Resources Management Journal
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Knowledge Management Systems KMS such as electronic knowledge repositories EKR have brought substantial changes to the way organizations leverage their knowledge resources. Despite the importance of KMS, organizations are faced with a challenge to realize the benefits of KMS. One challenging issue that has not been extensively investigated by prior KMS studies is the factors that drive employees' usage of KMS and their willingness to contribute knowledge. This chapter posits that the drivers of KMS usage can be defined by two facets: 1 the inducement mechanism that motivates the employees to contribute knowledge and 2 the opportunity mechanism that facilitates their knowledge contribution. To examine the determinants of KMS usage, we propose a multi-dimensional model that forms three antecedents of inducement-rewards, power, and centrality-and three antecedents of opportunity-ease in using EKR, organizational structure and top management support. The model is tested using 180 survey responses collected from a software company. The analysis demonstrates that KMS usage is jointly determined by both the inducement and opportunity mechanisms.