A resource-based view of organizational knowledge management systems

By Peter Meso, Robert D. Smith. Journal of Knowledge Management, 2000

427 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/27bdde83938e821c197769306d79cf3cae581f58

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In Strategy and Management

Citations in the corpus

Enabling knowledge creation and sharing in transnational projects (2006, background): “Consequently, corporations have recognized the need to use various organizational mechanisms that facilitate and support interaction among individuals [Birkinshaw, 2001; Forsgren et al., 2000; Meso & Smith, 2000).”
Organizational learning, innovativeness, and organizational performance: a qualitative investigation (2007, background): “The RBV defines strategic assets as rare, valuable, imperfectly imitable, and non-substitutable resources (Meso and Smith 2000).”
CRM and customer-centric knowledge management: an empirical research (2003, background): “Customer satisfaction, in particular, as an instrument to enhance customer knowledge, is also suggested by other authors in the literature (Ahmed et al., 1999; Meso and Smith, 2000; King and Ko, 2001).”
Trust and tacit knowledge sharing and use (2010, neutral): “…issues Haldin-Herrgard (2000) Handbooks, lectures, databases, textbooks, manuals, newsletters Intuition, rule-of-thumb, gut feeling, personal skill Meso and Smith (2000) Know-what, know-why, know-how, copyrights, patents, trademarks Mental models, beliefs, persuasions, care-why Scott (2000)…”
Intellectual capital: company's invisible source of competitive advantage (2013, background): “Meso and Smith (2000) posit that sustained competitive advantage is attributable to strategic assets which Barney (1991), the brain behind the resource-based view, regards as the assets that are internally controlled and strategic to the firm.”
Resource-Based View of Knowledge Management for Competitive Advantage (2005, background): “Sustainable competitive advantage results only from strategic assets (Meso and Smith, 2000).”
Knowledge translation of research findings (2012, background): “, individuals who manage the collaboration between an organization, external information, and knowledge producers and users), and training programs (to assist with activities such as searching for information, quality appraisal, adaption and use of the research findings) [25,26].”
Does Knowledge Management really matter? Linking knowledge management practices, competitiveness and economic performance (2012, background): “Taken together this speaks for the importance of adopting a socio-technical approach to KM (Pan and Scarbrough, 1998; Meso and Smith, 2000; Bhatt, 2001).”
Mission impossible? Communicating and sharing knowledge via information technology (2002, background): “systems in knowledge-sharing processes (see Boland et al., 1994; Boisot and Grif ths, 1999; Bolisani and Scarso, 1999; Meso and Smith, 2000).”