Antecedents and consequences of knowledge management systems usage in Jordanian banking sector

• Published date: 01 January 2019
• Author: Arnifa Asmawi,Chin Wei Chong,Mohammad Khaleel Okour
• DOI: http://doi.org/10.1002/kpm.1586
• Date: 01 January 2019

RESEARCH ARTICLE

Antecedents and consequences of knowledge management

systems usage in Jordanian banking sector

Mohammad Khaleel Okour |Chin Wei Chong |Arnifa Asmawi

Faculty of Management, Multimedia

University, Cyberjaya, Selangor, Malaysia

Correspondence

Dr. Chin Wei Chong, Faculty of Management,

Multimedia University, Persiaran Multimedia,

63100 Cyberjaya, Selangor, Malaysia.

Email: cwchong@mmu.edu.my

The purpose of this paper is to provide an empirical understanding for the antecedents

and consequences of knowledge management system (KMS) usage among decision

makers in Jordanian banks. The model of this paper was developed through extending

the diffusion of innovation (DOI) along with information system (IS) success model, on

which eight hypotheses are developed. In total, 341 usable questionnaires were used

for further analysis. Structural equation modeling was used to analyze and test the

developed hypotheses. The findings showed that system compatibility and complexity

(technological antecedents) and top management support and trust (organizational

antecedents) are significantly affecting the KMS usage. As well as, results showed that

decision‐making effectiveness along with user satisfaction are considered as key

consequences for KMS usage. Furthermore, the findings of this study indicated that

user satisfaction significantly mediates the relationship between KMS usage and deci-

sion‐making effectiveness. Practically, this paper offers an empirical paradigm for the

significance of KMS and effective usage. This paper provides the essential required

guidelines for decision makers who are using the KMS's in order to strengthen

their job performance, particularly decision‐making context. Theoretically, results of

this paper were based on the utilization of two important theoretical models (DOI

and IS success) into one integrated model. At the individual level, this study opens

the window to the new proposed model to be utilized in the future research of

KMS usage.

1|INTRODUCTION

Many countries have transformed from an industrial economy to a

knowledge economy. This transformation requires technologies to

diffuse and transfer knowledge (Pook, Chong, & Yuen, 2017). As a

small developing country, the challenges facing Jordan are complex.

Jordan missed the industrial revolution, and many parties are currently

trying to develop industries in what they consider a fertile economy.

Accordingly, Jordanian organizations are facing an urgent need to

transform into learning organizations in order to successfully engage

with knowledge‐economy (Salhieh & Mashal, 2011).

Decision‐making plays a key role in a knowledge‐based economy.

Hence, managers have to master effective decision‐making to achieve

a competitive edge for their organizations (Gressel, 2017). For this,

decision makers must be supplied with facts (knowledge) instead of

rumours or misinformation (Tingling & Brydon, 2010). Such informa-

tion needs to be available as its absence restricts the ability of

employees to solve problems and make effective decisions (Jones,

2006). Accordingly, organizations must pay sufficient attention to

acquiring knowledge and ensuring it is applied among employees

(Abdelrahman, 2013).

Further, the effectiveness of decision‐making is influenced by the

availability of the appropriate technologies (Mohsen, Ali, & Jalal, 2011).

In this respect, organizations should supply their employees with the

appropriate knowledge management (KM) technologies that support

effective decision‐making. Several researchers support the importance

of knowledge management systems (KMS) in making superior

decisions compared with traditional techniques (Abdelrahman, 2013;

Nattapol, Peter, & Laddawan, 2010; Simon, 2016). A decision maker's

ability to successfully link the right knowledge with the right

Received: 26 September 2017 Accepted: 7 June 2018

DOI: 10.1002/kpm.1586

10 © 2018 John Wiley & Sons, Ltd. Knowl Process Manag. 2019;26:10–22.wileyonlinelibrary.com/journal/kpm