Mechanisms for knowledge management systems effectiveness: Empirical evidence from the Silicon Valley

Often Knowledge Management Systems are implemented with the aim of supporting and leveraging knowledge resources. Yet, many of these systems fail, due to a lack of enabling mechanisms that influence their outcomes. Early research efforts have began to shed light on these mechanisms. However, we find that the literature has so far developed a static perspective focusing on a specific factor or proposing a universal checklist that is supposed to apply in all organizations. In this article, we contend that the failure to integrate Institutional mechanisms (Top management and knowledge structure support) with Cultural mechanisms (Trust, socialization and Identification) is behind the differed outcomes achieved from KMS implementations. KM System characteristics is also introduced as a moderating variable between institutional and cultural mechanisms and KMS effectiveness. To address this problem, this study formulates and tests a theoretical model to explain KMS effectiveness. The model is validated through a survey on service companies located in the Silicon Valley.