In 2006, the government department participating in this study deployed its Knowledge Management System (KMS): this case study describes the lessons learned by this public sector organisation in its journey towards becoming a knowledge organisation. Extant research on the implementation of KMS in organisations operating in the private sector, posits a range of factors correlated with successful KMS implementation. This paper first outlines these factors and employs them as an integrative analytic framework to evaluate the critical success factors (CSFs) for KMS implementation in this government organisation. The study generally supports the empirical fidelity of the factors presented in the framework. Yet despite the presence of these factors, in that they constituted the limited number of areas where results were satisfactory and should, according CSF theory, have led to the successful implementation of the KMS, their influence was moderated by regulative influences from the institutional environment. Hence, government organisations need to understand and take into account such influences if they are to successfully implement KMS.
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