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

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