Purpose The purpose of this paper is to show how continual enhancement of knowledge management systems (KMSs) enhances knowledge sharing intention. Design/methodology/approach This study integrates information system (IS) success with social cognitive theory (SCT) to explain knowledge sharing intention. Based on a survey of 276 KMS users in Taiwan’s information technology industry, the structural equation model has been applied to examine the influence process from a user satisfactory context to personal cognitive beliefs, and thus knowledge sharing intention. Findings The results indicate that the user satisfactory context stimulated by continual KMS enhancement increases knowledge sharing intention through the mediation of personal cognition of self-efficacy and outcome expectancy. Practical implications The results have empirical implications for learning how to motivate developers’ patience and passion for follow-up improvements to meet user expectations empathically, which has been emphasized for service provision. Originality/value The originality of this research is its explanation of system adoption behavior, which combines the core of IS success with SCT, links user satisfaction to intention to use, and concerns behavior within a specific context.

This research evaluates the frontier National Telecommunication Program (NTP) inTaiwan using the data envelopment analysis approach and analyzes the influence of team communication and structure on R&D performance by establishing a structural equation modeling relationship. The results show that team communication is highly correlated with R&D performance. The high-scored projects have internal communication patterns with a higher meeting frequency but shorter dialogue duration, a uniform distribution of regular meetings, a scheme for the lower hierarchy to meet with the project leader, a well-managed channel to access accumulative expertise, and an open forum for communication. They also have external communication patterns with a gatekeeper bridging inward and outward information, a lower frequency of time-consuming external sourcing, and a higher frequency of external cooperation, referencing, learning, and benchmarking. Though team structure has no significant influence on R&D performance, the high-scored research group focused more on the structural dimensions of research strategy, laboratory management, and motivation incentives. This research will provide effective principles of project management to team leaders and industrial policy guidelines to program sponsors. bs_bs_banner R&D Management 43, 2, 2013.