Assessing the team environment for knowledge sharing: an empirical analysis

By Celia Zárraga, J. Bonache. 2003

238 citations recorded by the source corpus.

Subfields: Communication, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/0507977dea282d074866d762d1f20b893ae0327d

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Citations in the corpus

Multicultural organizations: common language, knowledge sharing and performance (2011, background): “Knowledge sharing is argued to lead to better performance due to improved decision making and better coordination ( Zarraga and Bonache, 2003”
Determinants of knowledge sharing in a public sector organization (2013, background): “Degree of courage Zárraga and Bonache (2003) An individual’s ability to express his or her opinions without fear”
The relationship between high‐commitment HRM and knowledge‐sharing behavior and its mediators (2011, methodology): “Based on existing KM research and scales (Zarraga and Bonache, 2003), this study developed a four-item scale to measure employee knowledge-sharing behavior.”
HRM practices and knowledge sharing: an empirical study (2011, background): “From the compensation and reward programs implemented by firms, it is found that compensation and incentives are important practices in relation to knowledge sharing ( Zarraga and Bonache, 2003”
The Role of Openness to Cognitive Diversity and Group Processes in Knowledge Creation (2009, background): “…addition to the small number of studies exploring the social dynamics of knowledge creation (Fedor, Ghosh, Caldwell, Maurer, & Singhal, 2003; Zarraga & Bonache, 2003) by providing a clear justification and some empirical support for the behavioral pathway through which openness to cognitive…”
Modeling team knowledge sharing and team flexibility: The role of within-team competition (2014, background): “Within-team competition has the potential motivational power to encourage or discourage team members to share their knowledge (Hansen et al., 2005; Tjosvold et al., 2003a) and it represents a team environment that may affect knowledge sharing within the team (Zarraga and Bonache, 2003).”
Fostering knowledge sharing through people management practices (2005, background): “In fact, there seems to be unanimous agreement that individuals will be more willing to share what they know in an open and trusting culture (Davenport and Prusak, 1998; Faraj and Wasko, 2001; Irmer, 2002; Kang et al., 2003; Leana and Van Buren, 1999; Robertson and O’Malley, 2000; Settoon and Mossho”
A measure of knowledge sharing behavior: scale development and validation (2009, background): “Some empirical studies assessed KSB by simply asking people’s perception of the degree of knowledge sharing in different scenarios, such as the studies of Zarraga & Bonache (2003) and Kamdar et al. (2004).”
Encouraging knowledge sharing among employees: How job design matters (2009, background): “been given to reward schemes ( Zarraga and Bonache, 2003; Minbaeva et al., 2003; Minbaeva,”
Human Capital, Social Capital, and Social Network Analysis: Implications for Strategic Human Resource Management (2015, background): “In particular, as companies continue shifting toward team-based structures and compete through improved knowledge management systems (Zárraga & Bonache, 2003), it will be critical to understand what kinds of employees help maximize team potential and the flow of knowledge through the organization.”
Telework: a challenge to knowledge transfer in organizations (2010, background): “…be invested in tasks with clearer returns) that are not completely compensated by rewards, while individuals or groups who do not contribute to knowledge sharing and free-ride on contributors’ efforts cannot be punished (Cabrera and Cabrera 2002; Zárraga and Bonache 2003; Cabrera et al. 2006).”