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Abstract

We address how individuals' (workers) knowledge needs influence the design of knowledge management systems (KMS), enabling knowledge creation and utilization. It is evident that KMS technologies and activities are indiscriminately deployed in most organizations with little regard to the actual context of their adoption. Moreover, it is apparent that the extant literature pertaining to knowledge management projects is frequently deficient in identifying the variety of factors indicative for successful KMS. This presents an obvious business practice and research gap that requires a critical analysis of the necessary intervention that will actually improve how workers can leverage and form organization-wide knowledge. This research involved an extensive review of the literature, a grounded theory methodological approach and rigorous data collection and synthesis through an empirical case analysis (Parsons Brinckerhoff and Samsung). The contribution of this study is the formulation of a model for designing KMS based upon the design science paradigm, which aspires to create artifacts that are interdependent of people and organizations. The essential proposition is that KMS design and implementation must be contextualized in relation to knowledge needs and that these will differ for various organizational settings. The findings present valuable insights and further understanding of the way in which KMS design efforts should be focused.

Date

11. 6.2012 14:22:34

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Abstract

Records management in the public sector is integral for delivering public good. However, several institutional challenges inhibit the required implementation of innovative and information-centric tools to transform records management in response to the challenges of digitization and to capitalize on new opportunities in the digital economy. In this article, we make recommendations to overcome institutional and legislative barriers to transform records management in the public sector.

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Abstract

One might argue that the future of knowledge work is manifested in how open-source communities work. Knowledge work, as argued by Drucker (1968); Davenport, Thomas, and Cantrell (2002); and others, is comprised of specialists who collaborate via exchange of know-how and skills to develop products and services. This is exactly what an open-source community does. To this end, in this brief communication we conduct an examination of open-source communities and generate insights an how to augment current knowledge management practices in organizations. The goal is to entice scholars to transform closed knowledge management agendas that exist in organizations to ones that are representative of the open-source revolution.

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Abstract

Most organizations have reported dismal returns an their investments in knowledge portals-Intranet Web sites aimed at enabling the storage and exchange of explicit knowledge artifacts. In our research, we were surprised to find that knowledge workers have for the most part abandoned the use of knowledge portals. Moreover, in cases where they do turn to knowledge portals they use it as a last resort. In this brief communication, we call attention both to research and practice to help transform current knowledge portals to ones that are more sensitive to the issues faced by practitioners. To this end, we will elaborate an the need to pay attention to maintenance of knowledge management portals.

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Abstract

Digital assets of organizations are under constant threat from a wide assortment of nefarious actors. When threats materialize, the consequences can be significant. Most large organizations invest in a dedicated information security management (ISM) function to ensure that digital assets are protected. The ISM function conducts risk assessments, develops strategy, provides policies and training to define roles and guide behavior, and implements technological controls such as firewalls, antivirus, and encryption to restrict unauthorized access. Despite these protective measures, incidents (security breaches) will occur. Alongside the security management function, many organizations also retain an incident response (IR) function to mitigate damage from an attack and promptly restore digital services. However, few organizations integrate and learn from experiences of these functions in an optimal manner that enables them to not only respond to security incidents, but also proactively maneuver the threat environment. In this article we draw on organizational learning theory to develop a conceptual framework that explains how the ISM and IR functions can be better integrated. The strong integration of ISM and IR functions, in turn, creates learning opportunities that lead to organizational security benefits including: increased awareness of security risks, compilation of threat intelligence, removal of flaws in security defenses, evaluation of security defensive logic, and enhanced security response.

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Abstract

This study examines factors that influence individual users' post-adoption switching behavior between information technology products that are near perfect substitutes. The introduction and popularity of Mozilla Firefox Web browser provided an ideal empirical setting for this study. Drawing upon literature on post-adoption user behavior, consumer behavior, and online user research, we propose a research model and validate it using cross-sectional field data collected from 306 users on their decision to switch from Microsoft Internet Explorer (IE) to Mozilla Firefox. Findings suggest that user satisfaction and breadth of use of the incumbent product are negatively associated with switching behavior. Perceived ease of use, relative advantage, and perceived security of the substitute product are positively associated with switching behavior. In addition, the effects of perceived ease of use and relative advantage are not moderated by user experience. This study contributes to both research and practice by advancing our understanding of information technology (IT) users' post-adoption behavior in general and their switching behavior on Web-related IT products specifically.