| Knowledge has been considered as a great asset for organizations, including in the public sector, to enhance competitiveness and to provide better quality public services. As a result, there has been a growing interest in treating knowledge as a significant organizational resource in the public sector. Consistent with the interest in organizational knowledge, many researchers have developed types of knowledge management systems (KMS) to support knowledge management (KM) activities. However, knowledge cannot be into integrated into an organization nor create desired outcomes if the knowledge is not working along with or through established business processes.;Therefore, the concept of process-oriented knowledge management (PKM), combining KM and business process management (BPM), has emerged as a new idea and term in academia, industries, and organizations. Information systems (IS) that support PKM have been developed and called process-oriented knowledge management systems (PKMS). While there have been a number of studies that explored critical success factors (CSF) that affect IS, KM, and KMS, there are few studies about PKMS, in the public sector in particular. Therefore, the aim of this study is to empirically and theoretically assess CSFs that support or inhibit the successful implementation of PKMS using an example of a public organization in Korea.;This study examined key CSFs affecting PKM system implementation. The study focused on determinants of system usage, perceived usefulness, and user satisfaction with an organization's PKM practices, comparing CSFs in a previously implemented KMS. System usage, including perceived usefulness and user satisfaction, was used as a measure of how well knowledge sharing and business processes are incorporated in organizations. Data collected from 199 employees at Korea Occupational Safety and Health Agency (KOSHA) confirmed 4 of 18 hypothesized relationships: one out of nine hypotheses in KMS, and three out of nine hypotheses in PKMS. Only one variable (customer's voice) was positively associated with the success of KMS, whereas three variables (high managerial level support, knowledge sharing culture, and customer's voice) were positively related with the success of PKMS. In summary, different elements affect the success of KMS and PKMS differently, and so differential approaches should be applied in implementing PKMS. The empirical findings are assessed in the broader theoretical context of the IS and KM success literature, which are derived from DeLone and McLean's IS Success Model and technology acceptance model (TAM). |
