Rewarding End-Users for Participating in Organizational KM: A Case Study
Abstract
Organizations position their formal knowledge management (KM) initiatives as a continuous process of deriving strategic benefits from the knowledge resources dispersed in the various internal constituencies. While most organizations implement a rewards program attached to their KM initiative, the influence exerted by such programs on employees’ responses to organizational KM is less well understood. In this context, this article focuses on the KM initiative of Rexon,1 a leading Indian software services and products company recognised globally as a successful KM exponent. Adopting the case study methodology, we conducted intensive fieldwork for 6 months over a 2 year period at Rexon. Evidence from the case highlights how a KM-related rewards program was used to build awareness about organizational KMS and how employees responded to the rewards program. The theoretical and managerial contributions of the study are discussed.
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Facilitating conditions such as training programs and help desks may be instrumental in enabling individuals to form positive attitudes about the technology.
“facilitating conditions such as training programs and help desks may be instrumental in enabling individuals to form positive attitudes about the technology (e.g., Chiu et al. 2012; Pynoo et al. 2007; Ravishankar 2008; Sahu and Gupta 2007; Sandeep and Ravishankar 2014)”
From Re-examining the Unified Theory of Acceptance and Use of Technology (UTAUT): Towards a Revised Theoretical Model (2019) · cites this paper as Ravishankar 2008
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Dwivedi, Y. K., Rana, N. P., Jeyaraj, A., Clement, M., & Williams, M. D. (2019) · Information Systems Frontiers · doi:10.1007/s10796-017-9774-y · Cited by 2,137 · see citing works
The role of formal controls in facilitating information system diffusion
Abubakre, M. A., Ravishankar, M. N., & Coombs, C. R. (2015) · Information & Management · doi:10.1016/j.im.2015.04.005 · Cited by 20 · see citing works
Self-citationEffort-Accuracy Trade-Off in Using Knowledge Management Systems
Poston, R. S., & Speier, C. (2011) · IGI Global eBooks · doi:10.4018/978-1-60960-783-8.ch721
Collaborative Knowledge Management in the Call Center
Richards, D. (2011) · IGI Global eBooks · doi:10.4018/978-1-60960-783-8.ch408
- Authors
- Ravishankar, M. N.
- Affiliations
- Loughborough University (GB)
- Corresponding author
- Ravishankar, M. N.
- ORCID
- Ravishankar, M. N.
- Venue
- Journal of Organizational and End User Computing
- Publisher
- IGI Global Scientific Publishing
- Published
- 2008-01-01
- Volume
- 20
- Issue
- 1
- Pages
- 35-49
- ISSN
- 1546-2234 (ISSN-L)
- 1546-5012
- OpenAlex
- W601930499
- Cited by
- 4
- References
- 0
- Citations by year
- 2017: 1 · 2015: 1
- FWCI
- 2.68
- Type
- journal article
- Language
- ng
- Open access
- closed
- Locations
- Journal of Organizational and End User Computing (publishedVersion)
- RMIT Research Repository (RMIT University Library) (submittedVersion)
- Research Portal (Queen's University Belfast) (submittedVersion)
- Topics
- Social Sciences › Communication › Knowledge Management and Sharing
- Physical Sciences › Computer Science › Information Systems › Information Architecture and Usability
- Physical Sciences › Computer Science › Computer Science Applications › E-Learning and Knowledge Management
- Keywords
- organizational knowledge management, employee participation, knowledge management systems, knowledge sharing incentives
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