Article ID: | iaor20042231 |
Country: | United States |
Volume: | 34 |
Issue: | 2 |
Start Page Number: | 225 |
End Page Number: | 260 |
Publication Date: | Mar 2003 |
Journal: | Decision Sciences |
Authors: | Sabherwal Rajiv, Becerra-Fernandez Irma |
Keywords: | computers: information, organization, knowledge management |
To enhance our understanding of knowledge management, this paper focuses on a specific question: How do knowledge management processes influence perceived knowledge management effectiveness? Prior literature is used to develop the research model, including hypotheses about the effects of four knowledge management processes (internalization, externalization, socialization, and combination) on perceived individual-level, group-level, and organizational-level knowledge management effectiveness. The study was conducted at the John F. Kennedy Space Center of the National Aeronautics and Space Administration using a survey of 159 individuals and two rounds of personal interviews. Structural equation modeling was performed to test measurement and structural models using the survey data. The emergent model suggests that internalization and externalization impact perceived effectiveness of individual-level knowledge management. Socialization and combination influence perceived effectiveness of knowledge management at group and organizational levels, respectively. The results also support the expected upward impact in perceived effectiveness of knowledge management, from individual to group level, as well as from group level to organizational level. The study's limitations and implications for practice and future research are described.