Organizations are attempting to leverage their knowledge resources by employing knowledge management (KM) systems, a key form of which are electronic knowledge repositories (EKRs). A large number of KM initiatives fail due to the reluctance of employees to share knowledge through these systems. Motivated by such concerns, this study formulates and tests a theoretical model to explain EKR usage by knowledge contributors. The model employs social exchange theory to identify cost and benefit factors affecting EKR usage, and social capital theory to account for the moderating influence of contextual factors. The model is validated through a large-scale survey of public sector organizations. The results reveal that knowledge self-efficacy and enjoyment in helping others significantly impact EKR usage by knowledge contributors. Contextual factors (generalized trust, pro-sharing norms, and identification) moderate the impact of codification effort, reciprocity, and organizational reward on EKR usage, respectively. It can be seen that extrinsic benefits (reciprocity and organizational reward) impact EKR usage contingent on particular contextual factors whereas the effects of intrinsic benefits (knowledge self-efficacy and enjoyment in helping others) on EKR usage are not moderated by contextual factors. The loss of knowledge power and image do not appear to impact EKR usage by knowledge contributors. Besides contributing to theory building in KM, the results of this study inform KM practice.

Contributing knowledge to electronic knowledge repositories: an empirical investigation

Knowledge sharing: A review and directions for future research

Implementation science is a quickly growing discipline. Lessons learned from business and medical settings are being applied but it is unclear how well they translate to settings with different historical origins and customs (e.g., public mental health, social service, alcohol/drug sectors). The purpose of this paper is to propose a multi-level, four phase model of the implementation process (i.e., Exploration, Adoption/Preparation, Implementation, Sustainment), derived from extant literature, and apply it to public sector services. We highlight features of the model likely to be particularly important in each phase, while considering the outer and inner contexts (i.e., levels) of public sector service systems.

https://link.springer.com/content/pdf/10.1007%2Fs10488-010-0327-7.pdf

Advancing a conceptual model of evidence-based practice implementation in public service sectors.

An understanding of culture is important to the study of information technologies in that culture at various levels, including national, organizational, and group, can influence the successful implementation and use of information technology. Culture also plays a role in managerial processes that may directly, or indirectly, influence IT. Culture is a challenging variable to research, in part because of the multiple divergent definitions and measures of culture. Notwithstanding, a wide body of literature has emerged that sheds light on the relationship of IT and culture. This paper sets out to provide a review of this literature in order to lend insights into our understanding of the linkages between IT and culture. We begin by conceptualizing culture and laying the groundwork for a values-based approach to the examination of IT and culture. Using this approach, we then provide a comprehensive review of the organizational and cross-cultural IT literature that conceptually links these two traditionally separate streams of research. From our analysis, we develop six themes of IT-culture research emphasizing culture's impact on IT, IT's impact on culture, and IT culture. Building upon these themes, we then develop a theory of IT, values, and conflict. Based upon the theory, we develop propositions concerning three types of cultural conflict and the results of these conflicts. Ultimately, the theory suggests that the reconciliation of these conflicts results in a reorientation of values. We conclude with the particular research challenges posed in this line of inquiry.

Review: a review of culture in information systems research: toward a theory of information technology culture conflict

This review summarizes and critiques the empirical ethical decision-making literature from 1996–2003. One hundred and seventy-four articles were published in top business journals during this period. Tables are included that summarize the findings by dependent variable – awareness, judgment, intent, and behavior. We compare this review with past reviews in order to draw conclusions regarding trends in the ethical decision-making literature and to surface directions for future research.

A Review of The Empirical Ethical Decision-Making Literature: 1996–2003

Recently, Hosmer (1994a) proposed a model linking “right,” “just,” and “fair” treatment of extended stakeholders with trust and innovation in organizations. The current study tests this model by using Victor and Cullen's (1988) ethical work climate instrument to measure the perceptions of the “right,” “just,” and “fair” treatment of employee stakeholders.In addition, this study extends Hosmer's model to include the effect of “right,” “just”, and “fair” treatment on employee communication, also believed to be an underlying dynamic of trust.

The Relationship of Communication, Ethical Work Climate, and Trust to Commitment and Innovation

Explores factors affecting the implementation of intranets, which are the technology upon which many knowledge management (KM) systems are built. Because intranets facilitate the sharing of employee knowledge, many believe that organizational culture influences intranet implementation. The results of this study found that intranet implementation is facilitated by a culture that emphasizes an atmosphere of trust and concern for other people (ethical culture), flexibility and innovation (developmental culture), and policies, procedures and information management (hierarchical culture). Management should ensure that the proper values are in place to optimize intranet implementation and to facilitate knowledge sharing.

Sharing knowledge through intranets: a study of organizational culture and intranet implementation

Corporate culture, absorptive capacity and IT success

Despite the existence of a large number of models to explain the ethical decision-making process, rarely have the models been tested. This research validated the use of such models by showing that both issue-contingent variables and individual characteristics affect two commonly-proposed model components: i.e., moral judgment and moral intent. As proposed by Jones' (1991) ethical decision-making model and elaborated on by the author, the main effect of an issue-contingent variable, social consensus, and a closely-related variable, seriousness of consequences, influenced both moral judgment and moral intent. Many ethical decision-making models also argue for the inclusion of individual characteristics in the decision-making process. This study proposed and found that the individual characteristics of rule orientation and denial of responsibility influenced moral judgment and moral intent, respectively. However, contrary to some models, interactions between issue-contingent variables and individual characteristics were insignificant relative to the main effects variables. The relationships found have implications for future model testing, as well as for practising managers.

A test of a person -- issue contingent model of ethical decision making in organizations

The advent of technologies that enable virtual work arrangements brings with it a challenge to managers: do they trust their employees to work outside of their presence? A perceived loss of control and a sense of being taken advantage of, may be experienced by a manager as employees disappear from the manager's daily gaze. To enable the transition of employees to virtual work arrangements, managers who work in bureaucratic organizations that value a high degree of control and stability may need to change their management style to accommodate new methods of employee communication and interaction. Alternately, corporate cultures well suited for the transition value results and are characterized as having the atmosphere of trust (a shared emotional understanding about who is to be trustee based on compatible values and open communications/attitudes). Telecommuting, as one form of virtual work arrangement, provides a prime opportunity to look into the management attitudes and corporate cultures that may hinder the transition of workers into remote settings. The study of telecommuting among information technology (IT) professionals suggests that management trust of employees, the ability to secure the technology involved, a rational culture, and a group culture, which emphasizes human resources and member participation, facilitate telecommuting implementation. Thus the study offers strong support for the important role of trust, security, and culture in the implementation of virtual work arrangements.

Susan J. Harrington

Papers

The Relationship of Communication, Ethical Work Climate, and Trust to Commitment and Innovation

Sharing knowledge through intranets: a study of organizational culture and intranet implementation

Corporate culture, absorptive capacity and IT success

A test of a person -- issue contingent model of ethical decision making in organizations

Telecommuting: a test of trust, competing values, and relative advantage