An Evolution of Corporate Software Support Systems

This paper is a brief literature survey on Software Support Systems (SSSs) and Knowledge Management (KM). This paper aims to evaluate strategic decision making perspective where enterprise information and knowledge management plays a vital role. For this evaluation, Software Support Systems (SSSs) and Knowledge Management (KM) which helps in selecting different types of support systems and human factors that affect adoption of such computer based systems in organizations are reviewed. This paper helps to analyze different types of the software support systems and system adoption concepts for the enterprises. This paper also includes concepts related to the Knowledge Management, which helps organizations to learn. Organizations knowledge and the support systems help the enterprises to take strategic decisions. Concerned literature describes Software Support Systems (SSSs) as Corporate Portals (CPs), Decision Support Systems (DSSs), Group Decision Support Systems (GDSSs), Computerized Decision Support Systems, and Adaptive Decision Support System (ADSSs). In addition, Technology Acceptance Model (TAM) that analyzes factors which would affect peoples in the enterprises is included. The factors, such as individual perception, ease of use and usefulness are analyzed. Keywords: Software Support Systems, Knowledge Management, Technology Acceptance Models

Managerial tacit knowledge transfer and the mediating role of leader-member-exchange and cognitive style

The ability of an organisation to transfer knowledge is one of the key sources of competitive advantage for many of today’s organisations (Argote, 2000). New knowledge is created through interactions between explicit and tacit knowledge (Nonaka and Takeuchi, 1995). From the distinction between explicit and tacit knowledge made by Polanyi’s (1966), it is clear that the former can be transferred with relative ease, particularly using recent advances in information technology. Transfer of tacit knowledge on the other hand, requires social interactions with peers, colleagues, mentors and supervisor (Lahti et al, 2002; Cavusgil et al, 2003). Difficulties associated with this have been referred to as ‘internal stickiness’ (Szulanski, 1996) and is believed to be due to several factors. This study examines difficulties associated with the transfer of managerial tacit knowledge in the relationships involving supervisor and subordinates who work as managers in the Malaysian public sector. After examining previous literature in the field it is hypothesised that the stickiness of knowledge transfer may be associated with the quality of leader member exchange relationships, especially between leaders and their ‘in-group’ versus ‘out-group’ members. For example, in-group relationships are associated with higher levels of trust, respect and obligation compared with out-group relations. Another construct known to be associated with the quality of dyadic relationships is cognitive style (Armstrong, 1999). Cognitive style refers to individual differences in ways of perceiving, organising and processing information and differences in ways in which individuals solve problems, take decisions and relate to others. The research employed a quantitative approach using survey methods. Instruments used in the study included a measure of knowledge transfer stickiness (Szulanski, 1996), Leader Member Exchange (LMX7) (Graen and Uhl-Bien, 1995), Tacit Knowledge Inventory for Managers (TKIM) (Wagner and Sternberg, 1989) and the Cognitive Style Index (CSI) (Allinson and Hayes, 1996). The survey was administered to 1200 managers in the Malaysian Public Sector and 344 completed surveys were returned representing a response rate of 28.7%. Results from a final sample size of 300 managers comprising supervisors and their immediate subordinates are reported. The study successfully determined the relationship between knowledge transfer stickiness, LMX, cognitive style and managerial tacit knowledge. As expected, high-quality LMX leads to higher quality exchanges and concomitant improvements in the transfer of managerial tacit knowledge. Moreover, as hypothesised, individual differences and similarities in cognitive style also influence the transfer of tacit knowledge between supervisor and subordinate. Practical implications are given and recommendation made for future research

The role of information and communication technologies in knowledge management: from enabler to facilitator

This study focuses on the role of Information and communication technology (ICT) in support of effective knowledge management. Based on a comprehensive literature review, a knowledge management framework was developed for investigating the role of ICT in support of knowledge management. The framework not only centers on the dynamics of knowledge objects and processes, but also focuses on the impact of the internal knowledge management environment where organizational, managerial, structural, cultural and other related elements are intertwined and interplayed. Based on this research framework, two sets of hypotheses were proposed for testing: (a) whether ICT enables and facilitates conversions between knowledge objects and knowledge management processes, and (b) whether the internal knowledge management environment impacts the effective implementation of knowledge management projects. To test the hypotheses, a combination of qualitative and quantitative research methodologies including theoretical induction, continuous literature review, secondary data analysis, and the conduct of an online questionnaire survey and a case study was adopted in this study. The empirical findings were drawn from the secondary data analysis, case study and questionnaire survey. A questionnaire survey and a case study were conducted to obtain empirical data for testing and validating research hypotheses. To obtain a better understanding of current knowledge management best practices, secondary data were gathered and analyzed. In order to investigate the conversion processes of knowledge objects, an online survey was used to explore the experience, perceptions and opinions of respondents in the use of electronic resources at an individual level. To identify the factors that can determine success or failure in implementing knowledge management projects, a case study involving the pilot implementation of a knowledge portal was undertaken for collecting and analyzing empirical evidence from the field. The empirical findings confirm the ICT's enabling role in knowledge management. The results of this study further suggest that the conversion processes between data and information are fully supported by ICT, whereas the conversion processes between data and knowledge, and the conversion processes between information and knowledge are only partially supported by ICT. While knowledge codification and dissemination are increasingly supported by ICT, supportive technology for knowledge generation and application remains much less effective. The critical success factors impacting the implementation of knowledge management projects include organizational, structural, strategical, managerial, and cultural elements. These interlocking elements form the internal knowledge management environment in an organization. This study provides theoretical contributions by better understanding the nature of knowledge, the relationship between ICT and knowledge management, and the relationship between knowledge management and internal knowledge management environment. It also provides a contribution relevant to practitioners by developing a novel knowledge management framework, which can be used as a guideline of knowledge management efforts