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Knowledge Conversion Processes in Thai Public Organisations Seen as an Innovation: The Re-Analysis of a TAM Study Using Innovation Translation

Knowledge Conversion Processes in Thai Public Organisations Seen as an Innovation: The Re-Analysis of a TAM Study Using Innovation Translation

Puripat Charnkit, Arthur Tatnall
Copyright: © 2011 |Volume: 3 |Issue: 4 |Pages: 14
ISSN: 1942-535X|EISSN: 1942-5368|EISBN13: 9781613505304|DOI: 10.4018/jantti.2011100104
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MLA

Charnkit, Puripat, and Arthur Tatnall. "Knowledge Conversion Processes in Thai Public Organisations Seen as an Innovation: The Re-Analysis of a TAM Study Using Innovation Translation." IJANTTI vol.3, no.4 2011: pp.32-45. http://doi.org/10.4018/jantti.2011100104

APA

Charnkit, P. & Tatnall, A. (2011). Knowledge Conversion Processes in Thai Public Organisations Seen as an Innovation: The Re-Analysis of a TAM Study Using Innovation Translation. International Journal of Actor-Network Theory and Technological Innovation (IJANTTI), 3(4), 32-45. http://doi.org/10.4018/jantti.2011100104

Chicago

Charnkit, Puripat, and Arthur Tatnall. "Knowledge Conversion Processes in Thai Public Organisations Seen as an Innovation: The Re-Analysis of a TAM Study Using Innovation Translation," International Journal of Actor-Network Theory and Technological Innovation (IJANTTI) 3, no.4: 32-45. http://doi.org/10.4018/jantti.2011100104

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Abstract

This article uses data collected for a study undertaken in the mid-2000s using the Technology Acceptance Model (TAM) to investigate knowledge conversion processes in a Thai Government Ministry. The authors re-analyse this study making use of the power of actor-network theory. The original TAM study, based on technological innovation, investigated the relationship between technology support and management of the knowledge conversion process in a government ministry in Thailand to increase knowledge sharing. The original study found that a number of external variables impacted on the knowledge conversion process, including personal details, training, tools of persuasion, national background and culture, management and policies, employee behaviour, management, and policies and computing support. This paper briefly outlines the findings of the original study and discusses how an ANT study would have approached this material. An analysis is then made of how an Innovation Translation approach differs fundamentally from one using the Technology Acceptance Model.

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