1. Knowledge Management Systems: Emerging Views and Practices from the Field Maryam Alavi and Dorothy Leidner Proceedings of the 32nd Hawaii International Conference on System Sciences - 1999

2. Research Objective Analysis of current practices and outcomes of KMS and the nature of KMS Finding the suggest in KMS Type of accurate knowledge and garnering support for contributing to the KMS

3. Introduction Information technologies designed to assist managerial and professional workers ◦ Management Information System (MIS) ◦ Decision Support System (DSS) ◦ Executive Information System (EIS) ◦ Knowledge Management System (KMS)

4. Introduction Knowledge is a broad and abstract notion that has defined epistemological debates in western philosophy since the classical Greek era Knowledge is a justified personal belief that increases an individual’s capacity to take effective action

5. Methodology Vanguard organizations from 12 countries A non-random sample of 109 participants in an executive development program ◦ Chief Information Officers (CIOs) ◦ Information Systems (IS) Managers ◦ General and Functional Area Executives Questionnaire ◦ The questionnaire contained 13 questions consisting of short answers and multiple choice. The respondents estimated about 30 minutes to complete. Interview

6. Result Represented a range of countries, organizational positions, and industries ◦ United States 32 respondents ◦ Australia 4 respondents ◦ Canada 2 respondents ◦ England 1 respondents ◦ Germany 1 respondents ◦ Israel 2 respondents ◦ Luxembourg 2 respondents ◦ Netherlands 2 respondents ◦ Saudi Arabia1 respondents ◦ South Africa 1 respondents ◦ Spain 1 respondents ◦ Switzerland 1 respondents

7. Table: Perspectives on the meaning of knowledge management

8. Table: Needed Knowledge Management Capabilities

9. Table: Key concerns related to knowledge management

10. Figure: Estimated average budgets of KMS in organizations with KMS

11. Figure: Initiators of KMS with or developing KMS

12. Table: Percent of KMS with various technologies/tools

13. Table: Importance of Knowledge domain (maximum of 7)

14. Table: Perceived benefits of existing knowledge management systems

15. Discussion KMS is not just for consulting and professional services firms Knowledge management systems are multi- faceted Try to develop metrics to assess benefits of KMS Integrated and integrative technology architecture is a key driver for KMS Knowledge in the context of KMS is perceived to constitute a new form of information not previously addressed in other systems such as MIS, DSS, and EIS.

16. Conclusion Problem ◦ Respondents were not drawn from a random sample of organizations or industries ◦ The number of respondents was relatively small, their views do represent a range of industries, organizational levels, and nationalities The success of KMS may be more related to organizational culture than to organizational structure User must be involved in the consistent maintenance and operation of KMS The decision making process for determining what knowledge to include in KMS

17. Evaluating Papers 1. What related work is being undertaken? - The design and chose the appropriate organization’s KMS system. 2. What is the motivation for the work? - Knowledge is the organizational asset that enables sustainable competitive advantage in hypercompetitive environments and KMS just beginning to appear in organization. 3. What techniques are in use? - Interview, questionnaire, reference gathering and conclusion.

18. 4. What are the findings of the papers? - The concept and perspectives of knowledge management, needed knowledge management capabilities and benefits of KMS. 5. How does it help me? - Understand KMS system, KMS design and KMS development. Also help to understand and choses the correct amount and type of accurate knowledge to contribute my KMS 6. Why am I studying this aspect of the problem? - This article clarify to the KMS analysis, outcome of KMS, and nature of KMS.