An empirical test of a contingency model of KMS effectiveness

This article presents a contingency model of knowledge management system (KMS) effectiveness and reports the results of its empirical test. The conceptual model was developed to include the components of KMS perceptions and usage (as indicators of adoption) and its antecedents and consequences. The model was tested in the context of individual decision making. Data were collected by a survey of 372 knowledge workers across a variety of Turkish industry sectors and were analysed through structural equation modelling. The results provide fairly good empirical support for the proposed theoretical model when using approximate fit measures. The results suggest that system sophistication and knowledge worker self‐efficacy, but not decision task complexity, influence the perceived benefits and usage of the system, which in turn affect net benefits in terms of knowledge and performance (individual and organisational).