This study provides a thorough examination of knowledge management (KM) and its critical role in organisational functions, where the implementation of knowledge management systems can enhance these procedures. The study draws attention to the different kinds of KMS that businesses frequently use. Additionally, it looks at several facets of information management systems and how they impact the production, preservation, and sharing of knowledge inside a company. Knowledge can be made easily available and shared both internally and externally, as demonstrated by a real-world example of KMS in terms of knowledge production, retention, and dissemination. The use of KMS in organisations is also covered in this study, which also highlights the challenges in putting them into practice.
The elements and strategies that influence employees’ propensity to share information are not well understood. The purpose of this study is to identify the key organisational components or features pertaining to the use of social networks and online communities as a component of the organisation’s implementation of knowledge administration. The study looked at three theories and frameworks: the theory of reasoned action (TRA), the system integration theory (SIT), and the technological acceptance model (TAM). In the context of organisations’ drive to embrace online communities and social networks for the purpose of practising and controlling organisational knowledge, it was imperative to assess all theories and their consequences for digital resources (Pourmand, 2020; Yang et al., 2014). Additionally, this study examined employee behaviour and acceptance of integrating social network and online community applications, highlighting the fact that these applications are still in their infancy but have the potential to benefit both employees and the company overall (Tracy, 2014; Dove & Kelman, 2018; Mlaiki et al., 2017). Employees, managers, and technical support staff in the Lesotho Ministry, ranging in age from 18 to 70, were given self-administered quantitative surveys. After that, a sample of 331 people was used for the investigation. A questionnaire was distributed both online and on paper to the technical management, practitioners, and departments of the ministry. The questionnaires were designed to be completed in about five minutes. The respondents’ data was analysed using SPSS and PLS-SEM, a structural formula modelling technique. Our results show a strong and favourable impact on system user satisfaction and lend credence to the suggested theoretical framework.
The findings also show that user happiness has a significant impact on organisational performance, efficiency, commitment, and competitive advantage in knowledge management systems. Thus, we propose that the five highlighted knowledge capabilities—expertise, rules and procedures, lessons learnt, data, and knowledge documentation—should be the focus of future research. According to our research, businesses should incorporate knowledge management procedures into their knowledge handling procedures, which include gathering, storing, validating, securing, sharing, and using knowledge.