Determinants of knowledge management systems success in the banking industry

Abstract

Purpose – This study aims to examine the impact from technical and social aspects on knowledge management system (KMS) success. Moreover, this study also attempts to examine the interrelationships between KMS success and user satisfaction. Design/methodology/approach – A questionnaire survey was used to collect data from the commercial bank officers to test the proposed KMS success model. All the measurement scales adopted in this study were adopted from the existing literature. The data collected in this study were analysed using both SPSS and structural equation modelling approach via AMOS. Findings – The research results indicate that both technical (knowledge quality, system quality and service quality) and social factors (user trust and management support) play a significant and positive role in system user satisfaction. The results also show that user satisfaction have a direct influence on the success of KMS and vice versa. Originality/value – This study is one of the few studies on KMS which include both the technical and social perspectives in examining KMS success. This research study raises the importance of social factors, which have been earlier neglected by many studies on KMS success models. Moreover, the interrelationships relationship between KMS success and user satisfaction also been examined in this study.

Antecedents and consequences of knowledge management systems usage in Jordanian banking sector

“…Like any other organizational project, IS has no value if not supported by top management. It is not enough for top management to support tangible assets such as financial capital or buildings, it must also support intangible assets such as knowledge (Cham et al, ). Top management support is considered a key factor for IS adoption and usage (Hameed, Counsell, & Swift, ; Jeyaraj et al, ).…”

“…Equally important, contributors of KMS could feel a less opportunistic risk of others misusing shared knowledge if they find strong support from their management. Overall, the results of studies of management support and KMS are limited with few empirical results (Cham et al, ; Tsai & Chen, ). Based on this, the third hypothesis is as follows:H3 There is a positive relationship between top management support and knowledge management system usage.…”

“…However, trust as a social aspect has received little attention in KMS research. Researchers such as Cham et al () and Tsai and Chen () concluded that empirical results for trust toward KMS usage or utilization are rare, and more empirical investigations are needed. Based on the above, the fourth hypothesis is as follows:H4 There is a positive relationship between trust and knowledge management system usage.…”

“…In the banking sector, several researchers argued the importance of KMS utilization in supporting the effectiveness of the decision‐making process (Cader et al, ; Cham, Lim, Cheng, & Lee, ; Mohsen et al, ). The effective use and management of knowledge in the banking sector have been recognized as the most significant aspect of understanding the market conditions, investment strategies, customers' requirements, and their expectations (Cham et al, ). Accordingly, the use of KMS is needed in financial institutes such as banks, which rely heavily on information (knowledge) to develop their products and services (Cham et al, ).…”

“…The effective use and management of knowledge in the banking sector have been recognized as the most significant aspect of understanding the market conditions, investment strategies, customers' requirements, and their expectations (Cham et al, ). Accordingly, the use of KMS is needed in financial institutes such as banks, which rely heavily on information (knowledge) to develop their products and services (Cham et al, ). In this respect, the top management in the banking sector should provide individuals with the appropriate knowledge sharing technologies.…”