Abstract

The Theory of Deferred Action is invoked to inform the design, implementation and evaluation of knowledge management systems. This is done by critically reviewing extant literature that informs knowledge management systems, to show that it fails to account adequately for emergent organizations, as in the case of formal information systems methodologies. Where this is accounted for, as in complexity theory based frameworks, they fail to acknowledge planned systems. Similarly, strategic approaches focus on the long term while not adequately accounting for the short term or local issues. Likewise, the alternative information systems methodologies which centre on the short-run benefits do not sufficiently apply to wide-scope projects. These gaps are addressed by the Theory of Deferred Action which is based on actual organised action. The theory is thus used to propose a model that incorporates the design principles stemming from the theory that accounts for learning organisation as important design and evaluation issues for knowledge management systems. It is strongly envisaged that the Theory of Deferred Action based design and evaluation will help knowledge organisations reduce problems of knowledge management systems associated with other information system design principles.