The Originals of Knowledge-Based System Development Risks

Abstract

Knowledge-based management systems (KMS) are valuable tools that enable executives to formulate and execute strategic decisions in their organizations. However, implementation of a KMS is complex and laden with several potential risks. Using a framework of the socio-technical model, we conduct a case study to track risks in a KMS. Guided by the depth of task-technology task theory and the principles of consonance, we present expectations and early results regarding the risks that derive from mismatches among the various dimensions. In order to asses and better understand the risk associated with implementing a KMS, interviews were conducted with the employees of the NTA (National Tax Administration), FDC (Financial Data Center), and CHT (Chunghwa Telecom). The interviews centered on the detailed experiences of the participants implementing and working with KMS projects at their respective companies. Analysis of the interviews considered the socio-technical model and confirmed an ability to designate risks to both the project and the product of development through dimensions of task, actor, structure and technology as well as the fit between each combination.