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Organizational Culture for Knowledge Management Systems: A Study of Corporate Users

Organizational Culture for Knowledge Management Systems: A Study of Corporate Users
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Author(s): Andrew P. Ciganek (Jacksonville State University, USA), En Mao (Nicholls State University, USA) and Mark Srite (University of Wisconsin-Milwaukee, USA)
Copyright: 2009
Pages: 16
Source title: Selected Readings on Information Technology Management: Contemporary Issues
Source Author(s)/Editor(s): George Kelley (University of Massachusetts-Boston, USA)
DOI: 10.4018/978-1-60566-092-9.ch024

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Abstract

Knowledge is increasingly being viewed as a critical component for organizations. It is largely people-based and the characteristics of groups of individuals, in the form of organizational cultures, may play a key role in the factors that lead to either the acceptance or rejection of knowledge management systems (KMS). The primary objective of this research is to explore how dimensions of organizational culture influence factors that lead to the acceptance of KMS. While researchers have agreed that culture plays an important role in KMS, the literature has only recently begun to examine organizational culture within this context. We examined the effects of three dimensions of organizational culture through a research model that was tested and analyzed utilizing a field survey of corporate knowledge management users. Our results indicated that both process-oriented and open communication system organizational cultures significantly influenced the factors that led to the acceptance of KMS.

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