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The Service Quality dimension ensures that KM has adequate support for users to utilize KM effectively. Three constructs, management support, user KM service quality, and IS KM service quality, are identified. Management support refers to the direction and support an organization needs to provide to ensure that adequate resources are allocated to the creation and maintenance of KM, knowledge About IAS Exam. sharing and using organizational culture is developed, encouragement, incentives, and direction is provided to the work force to encourage KM use, knowledge reuse, and knowledge sharing; and that sufficient control structures are created in the organization to monitor knowledge and KM use. This construct enables the other two constructs. User KM service quality refers to the support provided by user organizations to help their personnel utilize KM. This support consists of providing training to their users on how to use KM, how to query KM, and guidance and support for making knowledge capture, knowledge reuse, and KM use part of routine business processes. IS KM service quality refers to the support provided by the IS organization to KM users and to maintaining KM. This support consists of building and maintaining KM tools and infrastructure, maintaining the knowledge base, building and providing knowledge maps of the databases, and ensuring the reliability, security, and availability of KM. Our previous KM success model versions included the above constructs as part of the system quality and knowledge quality dimensions. These constructs were extracted from these dimensions in order to generate the constructs for the service quality dimension and to ensure the final KM success model was consistent with Additional support for these constructs come from Alive and Leander who found organizational and cultural issues associated with user motivation to share and use knowledge to be the most significant who identified the main managerial success factor as creating and promoting a culture of knowledge sharing within the organization by articulating a corporate KM vision, rewarding employees for knowledge sharing and creating communities of practice. Other managerial success factors include obtaining senior management support, creating a learning organization, providing KM training; precisely defining KM project objectives, and creating relevant and easily accessible knowledge-sharing databases and knowledge maps. Who found that for KM to improve business performance it had to increase organizational learning by supporting personal relationships between experts and knowledge users, and providing incentives knowledge About IAS. to motivate users to learn from experience and to use who found senior management support, motivational incentives for KM users, and a knowledge friendly culture critical issues. Who found incentives to share and use knowledge to be the key organizational issues? Who found leadership and top management commitment/support to be crucial. Resource influences such as having sufficient financial support and skill level of employees were also important. Who identified the critical importance of user commitment and motivation but found that using incentives did not guarantee a successful KMS. Who identified incentives and motivation to use KM, clear KM goals, and measuring and evaluating the effectiveness of KM as important? Who determined that KM drivers such as a learning culture, knowledge sharing intention, rewards, and KM team activity significantly affected KM performance
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