The organisational impact of knowledge-based systems: a knowledge perspective

The fact that knowledge-based systems (KBS) may have considerable impact when introduced into an organisation is beyond dispute. The assessments of this impact in the literature, however, are not satisfactory. They overlook the main discriminating characteristic of KBS, i.e. the fact that KBS claim to store and handle knowledge. The article explores ways for bringing 'knowledge' into discussions of the impact of KBS. A knowledge perspective is developed which does justice to the impact of KBS on both articulated and tacit knowledge at the strategic, tactical and operational level. Possible applications of this perspective are explored with illustrations from an empirical investigation of KBS in 17 organisations. (C) 1999 Elsevier Science B.V. All rights reserved.