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Description:
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The growing popularity of the knowledge -based theory of the firm , the view that organizational knowledge is one of the last remaining sources of long -term sustainable competitive advantage , has led to management’s growing interest in knowledge management (KM ) and knowledge management systems (KMS ) . To date , organizations that have implemented KMS have encountered mixed results . This research contends that existing KM studies fail to give adequate consideration to the importance of KM strategies in determining critical KMS success factors . The rationale behind this research is that by properly considering the moderating effect of KM strategy on the factors that influence KMS success one can explain the success of a KMS (or lack thereof ) using a greatly simplified list of success factors . This research draws on existing IS and KM frameworks , models , and literature and selects four organizational factors that are believed to be critical for the success of a KMS ; this study hypothesizes which of these factors are more critical for a knowledge exploration strategy (KRS ) and which of these factors are more critical for a knowledge exploitation strategy (KIS ) . A web -based survey utilizing existing scales , some with slight adaptations , and a newly created strategy scale was administered to test the model ; 204 complete responses were collected . The results contribute to the literature by empirically confirming the hypothesized positive relationships between the identified success factors and KMS success . This research can serve as a foundation for future studies , which can help identify additional factors critical for KMS success . |