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Evaluating the Impact of Information Technology on Knowledge Management Performance with Balance Scorecard Approach

Evaluating the Impact of Information Technology on Knowledge Management Performance with Balance Scorecard Approach

Seyed Hossein Siadat, Ali Abdollahi, Laleh Garshasbi
Copyright: © 2017 |Volume: 7 |Issue: 2 |Pages: 16
ISSN: 2155-6393|EISSN: 2155-6407|EISBN13: 9781522514282|DOI: 10.4018/IJKBO.2017040103
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MLA

Siadat, Seyed Hossein, et al. "Evaluating the Impact of Information Technology on Knowledge Management Performance with Balance Scorecard Approach." IJKBO vol.7, no.2 2017: pp.27-42. http://doi.org/10.4018/IJKBO.2017040103

APA

Siadat, S. H., Abdollahi, A., & Garshasbi, L. (2017). Evaluating the Impact of Information Technology on Knowledge Management Performance with Balance Scorecard Approach. International Journal of Knowledge-Based Organizations (IJKBO), 7(2), 27-42. http://doi.org/10.4018/IJKBO.2017040103

Chicago

Siadat, Seyed Hossein, Ali Abdollahi, and Laleh Garshasbi. "Evaluating the Impact of Information Technology on Knowledge Management Performance with Balance Scorecard Approach," International Journal of Knowledge-Based Organizations (IJKBO) 7, no.2: 27-42. http://doi.org/10.4018/IJKBO.2017040103

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Abstract

Knowledge is one of the key factors of success and development in today's Firms. Therefore, managers are strongly fascinated by organizational knowledge management issues. In this way, information technology (IT) is known as an enabler of knowledge management (KM). In this paper, the impact of IT on knowledge management is evaluated with the balance scorecard approach considering financial, customers, internal processes and learning criteria. A conceptual model is presented for this purpose using IT application and infrastructure factors. The significant positive effect of the infrastructure factor on KM was 0.7 and that of the application was 0.79. The final result indicated a significant direct relationship between IT and KM that was 0.78, confirming the effect of IT on KM.

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