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Improving KMS Acceptance: The Role Of Organizational And Individuals' Influence

Improving KMS Acceptance: The Role Of Organizational And Individuals' Influence

Claudio Vitari, Jennifer Moro, Aurelio Ravarini, I. Bourdon
Copyright: © 2007 |Volume: 3 |Issue: 2 |Pages: 23
ISSN: 1548-0666|EISSN: 1548-0658|ISSN: 1548-0666|EISBN13: 9781615204007|EISSN: 1548-0658|DOI: 10.4018/jkm.2007040104
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MLA

Vitari, Claudio, et al. "Improving KMS Acceptance: The Role Of Organizational And Individuals' Influence." IJKM vol.3, no.2 2007: pp.68-90. http://doi.org/10.4018/jkm.2007040104

APA

Vitari, C., Moro, J., Ravarini, A., & Bourdon, I. (2007). Improving KMS Acceptance: The Role Of Organizational And Individuals' Influence. International Journal of Knowledge Management (IJKM), 3(2), 68-90. http://doi.org/10.4018/jkm.2007040104

Chicago

Vitari, Claudio, et al. "Improving KMS Acceptance: The Role Of Organizational And Individuals' Influence," International Journal of Knowledge Management (IJKM) 3, no.2: 68-90. http://doi.org/10.4018/jkm.2007040104

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Abstract

The purpose of this article is to contribute to the improvement of the acceptance of information systems (IS) devoted to the codification and sharing of knowledge (a type of knowledge manage-ment systems [KMS]). A research model was developed through a multi-staged, multi-method research process and its test supports the hypotheses that the acceptance of KMS is determined, in addition to the classical constructs of the technology acceptance model (TAM), by a few or-ganizational factors, and by the influence exerted on the user by individuals close to her/him.

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