Effective knowledge management (KM) has been a topic of great interest and extensively studied by organization researchers. Yet there is little research that attempts to explain the organizational KM performance in terms of employees’ satisfaction. To address this gap, this paper proposes a path model employing a number of constructs: innovativeness, interfunctional coordination, the KM processes of socialization, externalization, combination, and internalization, and employees’ perceived KM satisfaction. Empirical testing of the model is based on a sample of 157 enterprises from the Taiwanese information service industry. The results show that 10 of the 16 hypothesized relationships are supported by empirical data. The implications of these findings for knowledge management are discussed.
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