Abstract. This paper takes a sociotechnical viewpoint of knowledge management system (KMS) implementation in organizations considering issues such as stakeholder disenfranchisement, lack of communication, and the low involvement of key personnel in system design asking whether KMS designers could learn from applying sociotechnical principles to their systems. The paper discusses design elements drawn from the sociotechnical principles essential for the success of IS and makes recommendations to increase the success of KMS in organizations. It also provides guidelines derived from Clegg's Principles (2000) for KMS designers to enhance their designs. Our data comes from the application of a plurality of analysis methods on a large comprehensive global survey conducted from 2007 to 2011 of 1034 participants from 76 countries. The survey covers a variety of organizations of all types and sizes from a comprehensive selection of economic sectors and industries. Our results showed that users were not satisfied with the information and knowledge systems that they were being offered. In addition to multiple technology and usability issues, there were human and organisational barriers that prevented the systems from being used to their full potential. We recommend that users of KMS are integrated into the design team so that these usability and other barriers can be addressed during the feasibility stage as well as the actual design and implementation phases.
IntroductionDespite much theoretical (e.g., DeLone and McLean (1992;2003)) and some practical works within organisations that study measures of organizational support such as * To maintain the page limit imposed by IFIP 8.6, we eliminated a number of tables, literature, and other information from this paper. Interested readers may contact authors for them. (Jennex and Olfman, 2003). Davenport, DeLone, and Beers (1998), in the context of KM projects, consider senior management support, motivational incentives, and knowledge friendly culture among their eight factors for success. In their KM success model, Massey, Montoya-Weiss, and O'Driscoll (2002) consider three key managerial influences: coordination, control, and measurement; disciplined project management; and leadership. However, no study considered detailed sociotechnical factors in a wide population of KMS users, managers, and knowledge workers. The question, therefore, this paper addresses is: what can KMS designers learn from sociotechnical principles to improve the success rate, and avoid the failure rates of these systems, and reduce user experiences and beliefs about system quality and knowledge/information quality that then discourage KMS use? In particular, the paper addresses the underlying factors that cause failure in three specific sociotechnical areas: technology; human; and organisational. Additionally, it investigates the underlying organisational, human and technical conditions that should be put in place as part of the overall knowledge management system design.The reasons for KMS failure are...