International Journal of Research and Innovation in Applied Science (IJRIAS) | Volume IV, Issue VI, June 2019|ISSN 2454-6194 www.rsisinternational.org Page 137 A Framework for the Adoption of Knowledge Management System (KMS) in University of Jos, Nigeria Desmond Bala Bisandu 1* , Dorcas Dachollom Datiri 2 , Eva Onokpasa 3 , Alams Titus Mammuam 4 , Godwin A. Thomas 5 , Nentawe Yusuf Gurumdimma 6 , David Enekai Oguche 7 , Emmanuel Simon Ikoojo 8 , Jimme Mangai Madugu 9 1, 2, 3,4,5,6,7,8,9 Department of Computer Science, Faculty of Natural Sciences, University of Jos, Nigeria, * Corresponding author Abstract: KMS are information technology (IT) systems that manage the knowledge of organizations, these systems aid organizations generate new knowledge, record, utilize and allocate knowledge. This study examines the adoption of knowledge management systems at the University of Jos. Centred on the UTAUT2 theory, this study puts forth a framework and then investigates its constructs to explain individual’s behavioural intentions to adopt knowledge management system. This work also examines the moderating effects of individualism/Collectivism at individual level on knowledge management system adoption. Data was gathered from staff and faculty of the University of Jos using an online questionnaire. The collected data was analyzed using SPSS to perform an exploratory factor analysis. AMOS was then used to test the model fit and the proposed hypothesis of the research by conducting a confirmatory factor analysis test. The findings of this study showed that performance expectancy, hedonic motivation are important factors that explained individual’s behavioural intention to adopt knowledge management system. The results from this study also showed the impact of habit and facilitating condition on use behaviour. The result also showed that the moderating effect of individualism/collectivism at individual level on knowledge management system adoption was significant. Implications and future research works are presented and explained Keywords: knowledge management system, learning management system, information systems, information technology, computer systems. I. INTRODUCTION Knowledge is power” it is an indispensable asset to individuals and organisations. Proper management of knowledge by organisations and institutions has led to increased efficiency of business processes of such organisations (Alavi & Leidner, 2001; Becerra-Fernandez & Sabherwal, 2010). Knowledge management simply means performing necessary tasks to make the most of the available resources in an organisation (Anak, 2014), while Knowledge management systems (KMS) are the information technology that aid the management of these resources (Dehghani & Ramsin, 2015). Knowledge management does not only imply the management of resources but the applying, capturing and sharing of these knowledge resources (Lee, Gon Kim, & Kim, 2012). With the help of KMS, the overall goal of organisations is to efficiently manage their knowledge resource in order for new knowledge to be created (Gulnaz & Tatiana, 2014). To do this, understanding the difference between data, information and Knowledge is crucial. Also, knowing the right knowledge or knowledge resources to manage is key (Alavi & Leidner, 2001). Generally, the knowledge found in organisations needs to be utilized in the processes and services of those organisations, because finding the right kind of knowledge, in the right form would facilitate creativity which leads to maintaining competitive advantage (Bhatt, 2007). With the constant change in this technological age, one of the best ways for organizations to ensure that they stay above their competitors is to manage their knowledge assets (Basten, Bjoern, & Mahmut, 2015; Mulyono & Kristianto, 2013). Organizational knowledge is found in the individuals of the organization and most of this knowledge is tacit in nature and is not easily shared with other members of the organization (Anak, 2014). Furthermore, this knowledge could be lost easily when the members leave the organization or retire (Anak, 2014; Yang & Farn, 2009). Therefore, finding the most effective way to store and manage this knowledge is very crucial. While the implementation and use of KMS by some of these organisations have helped to increase the efficiency and creativity of these organisations, the rate of adoption of these systems is still low (Wagner & Bolloju, 2005). This could be due to the fact that KMS is a long-term investment and results are not seen instantly but over the years. Research has also shown that low adoption rate of KMS could also be attributed to an unwillingness to share knowledge (Goh & Sandhu, 2013; Muhammad, 2011). Other factors include cultural value and ease of use of the system (Hossain, Ouedraogo, & Rezania, 2013). In developing countries, the rate of KMS adoption is also low due to the aforementioned factors. Institutions of higher education are considered as banks of knowledge (Sugiarti, 2014), there are close to no literature on “