Knowledge Management Systems (KMS) Continuance in Organizations: A Social Relational Perspective

  • Joy Wei He
  • Kwok-Kee Wei
Part of the Lecture Notes in Computer Science book series (LNCS, volume 4092)


This study explores knowledge management systems (KMS) continuance behavior in organizations. The study draws from the tenets of prior research on user acceptance and continuance of IS and the Social Capital Theory and suggest that both the technical and the situational social aspects of a KMS needs to be considered to understand KMS continuance. A conceptual model and a set of theoretical propositions are proposed as a foundation for further investigation.


Knowledge management (KM) Knowledge management systems (KMS) Continuance Social relationships Organization 


Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.


  1. 1.
    Bhattacherjee, A.: Understanding information systems continuance: An expectation-confirmation model. MIS Quarterly 25(3), 351–370 (2001)CrossRefGoogle Scholar
  2. 2.
    Liebowitz, J.: Aggressively pursuing knowledge management over 2 years: A case study at a US government organization. Knowledge Management Research & Practice 1(2), 69–76 (2003)CrossRefGoogle Scholar
  3. 3.
    Alavi, M., Leidner, D.E.: Review: Knowledge management and knowledge management systems: Conceptual foundations and research issues. MIS Quarterly 25(1), 107–136 (2001)CrossRefGoogle Scholar
  4. 4.
    Hayes, N., Walsham, G.: Knowledge sharing and ICTs: A relational perspective. In: Huysman, M., Wulf, V. (eds.) Social Capital and Information Technology. MIT Press, London (2004)Google Scholar
  5. 5.
    Davis, F.D.: Perceived usefulness, perceived ease of use, and user acceptance of information technology. MIS Quarterly 13(3), 319–339 (1989)CrossRefGoogle Scholar
  6. 6.
    Taylor, S., Todd, P.A.: Understanding information technology usage: A test of competing models. Information Systems Research 6(2), 144–176 (1995)CrossRefGoogle Scholar
  7. 7.
    Fishbein, M., Ajzen, I.: Belief, Attitude, Intention and Behavior: An Introduction to Theory and Research. Addison-Wesley, MA (1975)Google Scholar
  8. 8.
    Davis, F.D., Bagozzi, R.P., Warshaw, P.R.: User acceptance of computer technology: A comparison of two theoretical models. Management Science 35, 982–1002 (1989)CrossRefGoogle Scholar
  9. 9.
    Venkatesh, V., et al.: User acceptance of information technology: Toward a unified view. MIS Quarterly 27(3), 425–478 (2003)Google Scholar
  10. 10.
    Cheung, C.M.K., Limayem, M.: The Role of Habit in Information Systems Continuance: Examining the Evolving Relationship between Intention and Usage. In: Proceedings of the Twenty-Sixth International Conference on Information Systems, Las Vegas, USA (2005)Google Scholar
  11. 11.
    Bhattacherjee, A., Premkumar, G.: Understanding changes in belief and attitude toward information technology usage: A theoretical model and longitudinal test. MIS Quarterly 28(2), 229–254 (2004)Google Scholar
  12. 12.
    DeLong, D., Fehey, L.: Diagnosing cultural barriers to knowledge management. Academy of Management Executive 14(4), 113–127 (2000)Google Scholar
  13. 13.
    Desouza, K.C.: Strategic contributions of game rooms to knowledge management: Some preliminary insights. Information & Management 41(1), 63–74 (2003)CrossRefMathSciNetGoogle Scholar
  14. 14.
    Hall, H.: Input-friendliness: Motivating knowledge sharing across intranets. Journal of Information Science 27(3), 139–146 (2001)CrossRefGoogle Scholar
  15. 15.
    Kankanhalli, A., Tan, B.C.Y., Wei, K.K.: Contributing Knowledge to Electronic Knowledge Repositories: An Empirical Investigation. MIS Quarterly 29(1), 113–143 (2005)Google Scholar
  16. 16.
    Bock, G.W., et al.: Behavioral intention formation in knowledge sharing: Examining the roles of extrinsic motivators, social-psychological forces, and organizational climate. MIS Quarterly 29(1), 87–111 (2005)Google Scholar
  17. 17.
    Pan, S.L., Hsieh, M.H., Chen, H.: Knowledge Sharing Through Intranet-Based Learning: A Case Study of an Online Learning Center. Journal of Organizational Computing and Electronic Commerce 11(3), 179–195 (2001)CrossRefGoogle Scholar
  18. 18.
    Bock, G.W., Kim, Y.G.: Breaking the myths of rewards: An exploratory study of attitudes about knowledge sharing. Information Resources Management Journal 15(2), 14–21 (2002)CrossRefGoogle Scholar
  19. 19.
    Thomas, J.C., Kellogg, W.A., Erickson, T.: The knowledge management puzzle: Human and social factors in knowledge management. IBM Systems Journal (2001)Google Scholar
  20. 20.
    Nahapiet, J., Ghoshal, S.: Social capital, intellectual capital, and the organizational advantage. Academy of Management Review 23(2), 242–266 (1998)CrossRefGoogle Scholar
  21. 21.
    Wasko, M.M., Faraj, S.: It is what one does: Why people participate and help others in electronic communities of practice. Journal of Strategic Information Systems 9(2-3), 155–173 (2000)CrossRefGoogle Scholar
  22. 22.
    Nevo, D., et al.: Exploring Meta-Knowledge for Knowledge Management Systems: A Delphi Study. In: Proceedings of the Twenty-Fourth International Conference on Information Systems, Seattle, USA (2003)Google Scholar
  23. 23.
    Tiwana, A., Bush, A.A.: Continuance in expertise-sharing networks: A social perspective. IEEE Transactions on Engineering Management 52(1), 85–101 (2005)CrossRefGoogle Scholar
  24. 24.
    Davenport, T.H., Prusak, L.: Working Knowledge: How Organizations Manage What They Know. Harvard Business School Press, Boston (1998)Google Scholar
  25. 25.
    Orlikowski, W.J.: Learning from notes: Organizational issues in groupware implementation. Information Society 9(3), 237–251 (1993)CrossRefGoogle Scholar
  26. 26.
    Nooteboom, B.: The management of corporate social capital. Social Capital of Organizations. In: Gabbay, S.M., Leenders, R.T.A.J. (eds.) Research in the Sociology of Organizations, vol. 18, Elsevier Science Ltd., Oxford (2001)Google Scholar
  27. 27.
    McEvily, B., Peronne, V., Zaheer, A.: Trust as an organizing principle. Organization Science 14, 91–103 (2003)CrossRefGoogle Scholar
  28. 28.
    Levin, D.Z., Cross, R.: The strength of weak ties you can trust: The mediating role of trust in effective knowledge transfer. Management Science 50(11), 1477–1490 (2004)CrossRefGoogle Scholar
  29. 29.
    Krackhardt, D.: The strength of strong ties. In: Nohria, N., Eccles, R.G. (eds.) Networks and Organizations: Structure. Form and Action, pp. 216–239. Harvard Business School Press, Boston (1992)Google Scholar
  30. 30.
    Reagans, R., McEvily, B.: Network structure and knowledge transfer: The effects of cohesion and range. Administrative Science Quarterly 48(2), 240–267 (2003)CrossRefGoogle Scholar
  31. 31.
    Thompson, R.L., Higgins, C.A., Howell, J.M.: Personal computing: Toward a conceptual model of utilization. MIS Quarterly 15(1), 124–143 (1991)CrossRefGoogle Scholar
  32. 32.
    Minbaeva, D., et al.: MNC knowledge transfer, subsidiary absorptive capacity, and HRM. Journal of International Business Studies 34(6), 586–599 (2003)CrossRefGoogle Scholar

Copyright information

© Springer-Verlag Berlin Heidelberg 2006

Authors and Affiliations

  • Joy Wei He
    • 1
  • Kwok-Kee Wei
    • 1
  1. 1.Department of Information SystemsCity University of Hong KongKowloon, Hong Kong

Personalised recommendations