Managing effective knowledge transfer: an integrative framework and some practice implications

By S. C. Goh. Journal of Knowledge Management, 2002

973 citations recorded by the source corpus.

Subfields: Communication, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/02fcbe83604682e1950b60085cf9bb3f8a4bed40

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Citations in the corpus

HRM practices and knowledge sharing: an empirical study (2011, background): “Employees are reluctant to share knowledge and “silos of knowledge” are formed ( Goh, 2002”
Knowledge sharing, innovation and firm performance (2012, background): “It is obvious that a firm’s ability to transform and exploit knowledge may determine its level of innovation, such as new problem-solving methods and new product for rapid reaction to the market demand (Goh, 2002; Marina du, 2007; Tidd et al., 2005).”
Individual attitudes and organisational knowledge sharing (2008, background): “Partial transfer of knowledge may be a more common kind of hoarding, where sharers share selected circumstances of a case rather than the totality (Goh, 2002).”
Servant leadership and team performance: The mediating role of knowledge-sharing climate (2015, background): “Organizational knowledge accumulation requires members to disseminate knowledge among the group and to use such knowledge to solve problems or provide new insights (Goh, 2002). A number of previous researchers have incorporated knowledge sharing or knowledge-sharing climate as mediators in the relat”
Critical success factors for implementing knowledge management in small and medium enterprises (2005, background): “Yahya and Goh (2002) stated that such systems should reward risk-taking attitudes and emphasise group-based compensation.”
The impact of knowledge sharing on organizational learning and effectiveness (2007, background): “Goh (2002) proposes that knowledge sharers should always share the full circumstances of a case, not selected circumstances.”
Knowledge management in a public organization: a study on the relationship between organizational elements and the performance of knowledge transfer (2004, background): “This shows that knowledge transfer will not occur in an organization unless its employees and work groups display a high level of co-operative behavior (Goh, 2002, p. 25).”
Organizational culture and knowledge sharing: critical success factors (2007, methodology): “Effectiveness of knowledge sharing rewards (Goh, 2002) 3.”