The Effect of Knowledge Management Systems on Organizational Ambidexterity: A Conceptual Model

Abstract

Knowledge management (KM) is considered an important strategic tool to maintain performance and survive a fluctuating environment. The effective implementation of KM initiatives helps organizations gain the ability to balance contradictory demands, known as organizational ambidexterity, to gain a competitive advantage. The purpose of this study is to develop and argue a theoretical model demonstrating the connection between knowledge management systems (KMS) and organizational ambidexterity through the mediation effects of knowledge-sharing behavior (KSB) and innovative work behavior (IWB). This paper draws on the task-technology fit (TTF) model, KM, and organizational ambidexterity literature to build a theoretical model for how KMS (characteristics and perceived TTF) and KSB interact to produce IWB and organizational ambidexterity. This study also suggests a methodological approach and analysis procedure to test the theoretical model empirically. Finally, the study acknowledges some research limitations and provides several recommendations that are useful for academic researchers.