Introduction
One of the primary challenges that inhibit the successful implementation of technological innovations is the users’ failure to embrace or accept the inventions. The Technology Acceptance Model, TAM, is a theoretical model that explains how users adopt and use new technology (Rahimi et al., 2018). The framework has been used in multiple Information and Communications Technology, ICT, spectrums to underpin users’ behaviors in embracing new systems. Developed in 1989 by Fred Davis, the theory hypothesizes that end-users decisions about when and how to use a newly implemented technology depend on two main factors – the ease of use and the usefulness of the innovation (Rahimi et al., 2018). Usefulness refers to the end user’s perception of how the technology improves work performance.
Some innovations require expert knowledge to operate successfully, negatively affecting acceptance. Ease of use refers to the users’ opinion regarding the challenges they may encounter in using the new technology (Fedorko, Bacik & Gavurova, 2018). If employees feel that using the new technology complicates their ability to perform regular work duties effectively, they will likely delay or reject the new system. In contrast, employees who feel that the technology improves their duty performance are likely to embrace using it more quickly. The system’s characteristics and external variables determine its ease of use and level of usage (Fedorko, Bacik & Gavurova, 2018). The model has helped predict employees’ behaviors based on the external variables, which Davis hypothesized as critical social influences on the users’ attitudes. A person is likely to be more willing to perform tasks using new technology if they have the right attitude towards innovation (Fedorko, Bacik & Gavurova, 2018). Negative perception can arise from personal experience or the opinions of others.
Based on the above analysis of the TAM model, challenges in getting the employees to use the KMS model include negative behavioral attitudes toward the new system, lack of skills to use the system correctly, and lack of improvement in job performance. Negative behavioral attitudes would reduce the rate at which employees embrace the KMS. Such undesirable perceptions can arise from social influence by other employees who do not deem the helpful technology or from external users who have had negative experiences with the system (Rahimi et al., 2018). Therefore, negative behavioral attitudes are among the challenges in getting the employees to use the system. The management can mitigate this challenge by engaging the end-users in the implementation process. According to Sartori et al. (2018), engaging employees in the implementation process enhances the acceptance rate. Including the staff members in the implementation process is vital in gathering feedback, which the implementers can use to improve the system’s usability per user requirements.
Shortage of the right expertise and proficiency to operate the system successfully is another challenge the management could encounter in getting the staff to use KMS. Employees with insufficient skill sets can feel threatened by the new technology, as they feel that the innovation can replace them by doing their job. As a result, the employees can refrain from using the system altogether or delay embracing it. The management can alleviate this challenge by hiring qualified experts to train the employees on meaningful use of the system. Training empowers the staff members with the confidence to use the technology correctly, hence reducing the rate of errors and delayed adoption (Sartori et al., 2018). Training empowers the staff members with knowledge about the system’s usefulness.
Lack of improvement in job performance is another challenge in getting the employees to use KMS. Therefore, the system must bring real benefits, including enhancing the employees’ effectiveness in completing tasks. Organizations can address this challenge by ensuring that the system aligns with users’ needs. The management can achieve alignment by gathering essential data from the end user and other stakeholders. System designers can then integrate these needs into the system, ensuring that it benefits the employees. Streamlining the system with the user requirements improves its usability, encouraging staff members to accept the technology.
General Changes required to Business Processes to take advantage of KMS
Improving the usefulness of knowledge management systems requires changes to business operations. Therefore, assessing a company’s core operations and processes is vital in encouraging its implementation (Malatji et al., 2020). The assessment of knowledge transfer, communications networks, and societies of practice can generate outcomes that the management can utilize to ascertain the type of knowledge management systems needed. It is also crucial to ensure that the new knowledge management systems do not alter the established core business processes and employment conditions but complement these procedures. Performing an economic assessment of KMS is also critical in ascertaining its financial viability.
Organizations use KMS for various reasons, including retrieving information to inform decision-making processes and sharing knowledge with stakeholders to enhance collaboration. KMS is essential in promoting innovative thinking, improving organizational effectiveness, and aligning business processes with strategic goals and objectives (Zouari & Dakhli, 2018). Companies can evaluate their organizational learning competence by quantifying employee consciousness, leadership and commitment, workplace structure, and IT facilities. Individuals now have more unlimited access to data than earlier. The speed of progress is also quicker, necessitating this need for an institution to become more responsive than ever before if they are to stay viable (Malatji et al., 2020). Some of the considerations that push the execution of an organizational learning system in the company include an evolving digital and worldwide working population and rapidly evolving business surroundings, resulting in increased advancement and the necessity to reduce knowledge loss during employee turnover.
Examples of using the KMS in the general management department include: organizing research and final documents for easy retrieval and answering the questions of employees and customers. Research and final documents should be organized for easier access as they benefit a wider audience, despite being shared within one line of business (Malatji et al., 2020). By democratizing this content, a KMS maximizes its value to the company by organizing the documentation for quick retrieval. A knowledge management system with a question-and-answer component allows users to publish questions and get answers from across the organization. That information then becomes searchable, making it beneficial for other users. Therefore, this type of KMS can be used internally for employees or externally for clients.
What Change Management Process would be used to Implement the KMS?
The change management process determines success in the implementation of a project. Planning, designing, and maintaining a system in alignment with the business procedures are some of the critical concepts of the change management process (Sartori et al., 2018). Developing change management strategies starts after analyzing the firm’s future domestic and foreign circumstances and establishing the goals and quantification of the KMS execution. (Malatji et al., 2020). Lewin’s Three Steps Model states three parts to instituting modifications in an organization: unfreeze, movement, and freeze.
Unfreezing is the first stage in the change management process, and it is instrumental in preparing employees for the change and improving their willingness to embrace the change. This step helps business enterprises to recognize and understand the resources and modifications they need to implement the system successfully (Malatji et al., 2020). Companies begin making modifications in this step. The step begins with recognizing that institutions must adjust to their surroundings and intend to relocate the comfort space. Before incorporating a change process, institutions must plan and aid their employees in comprehending and persuading them about the importance of these changes. Demonstrating the importance of change prepares the employees, improving the acceptance rate for the new invention. The essential goal is to improve leadership assistance and enhance awareness of the advantages of the KMS to all business-relevant parties so that the business and its firm group have an improved public image.
Conclusion
The process of change starts with gradual implementation, which is then augmented progressively to avoid disruption of the organizational processes. The most fundamental approach is to give workers sufficient time, opportunities, and coaching tailored to their specific needs to learn how to use the KMS (Malatji et al., 2020). During the freezing stage, the most effective approach is to define laws compatible with the firm’s regulatory requirements and its branch locations for its successful implementation. Companies have started to abandon the old methods in favor of new business methods. The management must align the adjustments with the goals and the expected outcomes and benefits. This stage requires substantial time because individuals must progressively discover and adjust to new aspects. Therefore, the manager plays a critical role in inspiring and motivating the employees to adopt the change. An organization’s executive is responsible for availing all resources needed to manage and successfully implement the change process, including funds and human resources.
References
Fedorko, I., Bacik, R., & Gavurova, B. (2018). Technology acceptance model in e-commerce segment. Management & Marketing, 13(4), 1242-1256. Web.
Malatji, W. R., Eck, R. V., & Zuva, T. (2020). Understanding the usage, modifications, limitations and criticisms of Technology Acceptance Model (TAM). Advances in Science, Technology and Engineering Systems Journal, 5(6), 113-117. Web.
Rahimi, B., Nadri, H., Afshar, H. L., & Timpka, T. (2018). A systematic review of the technology acceptance model in health informatics. Applied Clinical Informatics, 9(03), 604-634. Web.
Sartori, R., Costantini, A., Ceschi, A., & Tommasi, F. (2018). How do you manage change in organizations? Training, development, innovation, and their relationships. Frontiers in Psychology, 9, 313.
Zouari, M. B. C., & Dakhli, S. B. D. (2018). A multi-faceted analysis of knowledge management systems. Procedia Computer Science, 138, 646-654.