JSTOR is a not-for-profit service that helps scholars, researchers, and students discover, use, and build upon a wide range of content in a trusted digital archive. We use information technology and tools to increase productivity and facilitate new forms of scholarship. For more information about JSTOR, please contact support@jstor.org. Ronald Freeze is a visiting Assistant Professor of Information Systems at the W.P. Carey School of Business, Arizona State University. He received his Ph.D. in Information Systems at Arizona State University. His broad research area is knowledge management. His research has been published in the Journal of Knowledge Management as well as AMCIS, ICIS, and HICSS conference proceedings.Abstract: We examine a knowledge management (KM) success model that incorporates the quality of available knowledge and KM systems built to share and reuse knowledge such as determinants of users' perception of usefulness and user satisfaction with an organization's KM practices. Perceived usefulness and user satisfaction, in turn, affect knowledge use, which in our model is a measure of how well knowledge sharing and reuse activities are internalized by an organization. Our model includes organizational support structure as a contributing factor to the success of KM Journal of Management Information Systems/ Winter 2006-7, Vol. 23, No. 3, pp. 309-347. © 2007 M.E. Sharpe, Inc. 0742-1222 / 2007.50 + 0.00. DOI 10.2753/MIS0742-122223031 1 3 1 0 KULKARNI, RAVINDRAN, AND FREEZE system implementation. Data collected from 150 knowledge workers from a variety of organizations confirmed 10 of 13 hypothesized relationships. Notably, the organizational support factors of leadership commitment, supervisor and coworker support, as well as incentives, directly or indirectly supported shared knowledge quality and knowledge use. In line with the proposed model, the study lends support to the argument that, in addition to KM systems quality, firms must pay careful attention to championing and goal setting as well as designing adequate reward systems for the ultimate success of these efforts. This is one of the first studies that encompasses both the supply (knowledge contribution) and demand (knowledge reuse) sides of KM in the same model. It provides more than anecdotal evidence of factors that determine successful KM system implementations. Unlike earlier studies that only deal with knowledge-sharing incentives or quality of shared knowledge, we present and empirically validate an integrated model that includes knowledge sharing and knowledge quality and their links to the desired outcome -namely, knowledge reuse.Key words and phrases: information systems success, knowledge management, knowledge management success, knowledge management systems, knowledge quality, knowledge reuse, knowledge sharing, system quality, user satisfaction.Knowledge management (KM) is evolving into a strategically important area for most organizations. Broadly, KM can be viewed as the process by which organizations leverage and extract ...

(TUN) cosponsored the Business Intelligence Congress 3 and conducted surveys to assess academia's response to the growing market need for students with Business Intelligence (BI) and Business Analytics (BA) skill sets. This panel report describes the key findings and best practices that were identified, with an emphasis on what has changed since the BI Congress efforts in 2009 and 2010. The article also serves as a "call to action" for universities regarding the need to respond to emerging market needs in BI/BA, including "Big Data." The IS field continues to be well positioned to be the leader in creating the next generation BI/BA workforce. To do so, we believe that IS leaders need to continuously refine BI/BA curriculum to keep pace with the turbulent BI/BA marketplace.

This research investigates the premise that the likelihood of success of software reuse efforts may vary with the reuse strategy employed and, hence, potential reuse adopters must be able to understand reuse strategy alternatives and their implications. We use survey data collected from 71 software development groups to empirically develop a set of six dimensions that describe the practices employed in reuse programs. The study investigates the patterns in which these practices co-occur in the real world, demonstrating that the dimensions cluster into five distinct reuse strategies, each with a different potential for reuse success. The findings provide a means to classify reuse settings and assess their potential for success.

This paper builds on academic and industry discussions from the 2012 and 2013 pre-ICIS events: BI Congress III and the Special Interest Group on Decision Support Systems (SIGDSS) workshop, respectively. Recognizing the potential of "big data" to offer new insights for decision making and innovation, panelists at the two events discussed how organizations can use and manage big data for competitive advantage. In addition, expert panelists helped to identify research gaps. While emerging research in the academic community identifies some of the issues in acquiring, analyzing, and using big data, many of the new developments are occurring in the practitioner community. We bridge the gap between academic and practitioner research by presenting a big data analytics framework that depicts a process view of the components needed for big data analytics in organizations. Using practitioner interviews and literature from both academia and practice, we identify the current state of big data research guided by the framework and propose potential areas for future research to increase the relevance of academic research to practice.

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to show that separate sources of knowledge are identified, described and clearly defined as organizational intangible knowledge assets. These knowledge assets are referred to as knowledge capabilities (KCs). knowledge management (KM) is utilized to leverage these assets with a view to systematic improvement in the process of achieving increased firm performance.Design/methodology/approach -In this paper knowledge capabilities are described in terms of their knowledge life cycle, tacit/implicit/explicit nature of knowledge, technology and organizational processes that encompass a firm's human capital identified as knowledge workers.Findings -The paper finds that five knowledge capability are presented and described as expertise, lessons learned, policies and procedures, data and knowledge documents.Research limitations/implications -The paper shows that knowledge assets can be measured and improved in order to investigate causal relationships with identified measures of performance.Practical implications -The paper shows that by explicitly describing these knowledge assets, the KM activities within organizations can more effectively leverage knowledge and improve performance.Originality/value -The paper sees that by drawing from both resource based and organizational learning literature, a knowledge management framework is presented to describe distinctly separate sources of knowledge within organizations. These knowledge sources are constructed as knowledge capabilities that can allow the assessment of organizational knowledge assets.