Toward effective KMS measurement: Usage statistics vs. perceived value

Abstract

This empirical study examines how chief knowledge officers (CKOs) interpret measurements performed in knowledge management systems (KMS) and reflected in business intelligence dashboards. Specifically, it investigates CKOs' perceptions of common KMS indicators and their relationship to knowledge management (KM) success. Adopting a constructivist inductive approach, the study relies on qualitative data from interviews, focus groups, and cyber‐ethnography. The findings reveal that usage statistics, like system logins, do not necessarily signify the value of KM initiatives and that organizations avoid linking KMS metrics to business performance. By contributing vital insights to KMS performance literature, we indicate the limitations inherent in current evaluation approaches focused narrowly on usage quantification. Practical implications suggest combining quantitative monitoring of access frequency and patterns with KMS benefits qualitative assessments. Overall, the juxtaposition of usage data against perceived value provides an important perspective on developing more meaningful and effective KMS performance measurements.