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The Assimilation of Knowledge Platforms in Organizations: An Empirical Investigation

Author

Listed:
  • Russell L. Purvis

    (Department of Management, College of Business and Public Affairs, Clemson University, Clemson, South Carolina 32816)

  • V. Sambamurthy

    (Decision and Information Technologies, The Robert H. Smith School of Business, The University of Maryland, College Park, Maryland 20742-1814)

  • Robert W. Zmud

    (The Michael F. Price College of Business, The University of Oklahoma, Norman, Oklahoma 73019-4006)

Abstract

The ability to integrate dispersed pockets of expertise and institute an organizational repository of knowledge is considered to be vital for sustained effectiveness in contemporary business environments. Information technologies provide cost-effective functionalities for building knowledge platforms through systematic acquisition, storage, and dissemination of organizational knowledge. However, in order to gain the value-adding potential of organizational knowledge, it is not sufficient to simply adopt and deploy IT-enabled knowledge platforms. These platforms must be assimilated into the ongoing work processes in organizations. Yet, theories of technology innovation and use suggest that a variety of institutional, social, and political factors blend together in influencing the extent to which complex information technologies are actually assimilated into organizational practice. Therefore, this research addresses a significant question: What forces influence the assimilation of knowledge platforms in organization? Given the significant gap between the adoption and actual assimilation of complex technologies into organizations, this is an important question. Empirical evidence is generated by examining the forces influencing the assimilation of CASE technologies in systems development projects in organizations. CASE is considered to be one of the most mature knowledge platforms in contemporary organizations. The empirical evidence sheds light on the role of institutional forces that influence the rate of assimilation of the technology. The findings have significant implications for further research and practice.

Suggested Citation

  • Russell L. Purvis & V. Sambamurthy & Robert W. Zmud, 2001. "The Assimilation of Knowledge Platforms in Organizations: An Empirical Investigation," Organization Science, INFORMS, vol. 12(2), pages 117-135, April.
    • Handle: RePEc:inm:ororsc:v:12:y:2001:i:2:p:117-135
    DOI: 10.1287/orsc.12.2.117.10115
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