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Knowledge-Based Systems
Volume 12, Issue 4, August 1999, Pages 159-169
 
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doi:10.1016/S0950-7051(99)00026-X    How to Cite or Link Using DOI (Opens New Window)
Copyright © 1999 Elsevier Science B.V. All rights reserved.

The organisational impact of knowledge-based systems: a knowledge perspective

P. H. HendriksCorresponding Author Contact Information, E-mail The Corresponding Author

University of Nijmegen, Nijmegen Business School, P.O. Box 9108, 6500 HK Nijmegen, The Netherlands

Received 29 January 1998;
revised 26 March 1999;
accepted 13 April 1999.
Available online 5 August 1999.

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Abstract

The fact that knowledge-based systems (KBS) may have considerable impact when introduced into an organisation is beyond dispute. The assessments of this impact in the literature, however, are not satisfactory. They overlook the main discriminating characteristic of KBS, i.e. the fact that KBS claim to store and handle knowledge. The article explores ways for bringing ‘knowledge’ into discussions of the impact of KBS. A knowledge perspective is developed which does justice to the impact of KBS on both articulated and tacit knowledge at the strategic, tactical and operational level. Possible applications of this perspective are explored with illustrations from an empirical investigation of KBS in 17 organisations.

Author Keywords: Organisational value of knowledge-based systems; Impact of knowledge-based systems; Success of knowledge-based systems; Application of knowledge-based systems

Article Outline

1. Introduction
2. The organisational value of knowledge
3. A knowledge perspective for valuing knowledge-based systems
4. Applying the framework
5. A descriptive application: the impact of knowledge-based systems
6. Discussion
Appendix A
References



Knowledge-Based Systems
Volume 12, Issue 4, August 1999, Pages 159-169
 
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