General Perspectives on Knowledge Management: Fostering a Research Agenda

By T. Davenport, Varun Grover. Journal of Management Information Systems, 2001

1,130 citations recorded by the source corpus.

Subfields: Communication, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/295af62fc8daff93dea71e2d02f0cc0713977e11

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Citations in the corpus

Knowledge Sharing in Organizations: A Conceptual Framework (2003, background): “Huber (1991) further argued that knowledge could only reside at the individual level because cognition is a function of individ uals that cannot be performed by organizations. At the individual level, Lowendahl, Revang, and Fosstenlokken (2001) identified three types of knowledge that are important ”
Knowledge Management Enablers, Processes, and Organizational Performance: An Integrative View and Empirical Examination (2003, background): “Evidence is provided by a variety of studies on knowledge [19, 79, 82], knowledge process [38, 70, 76, 114], and knowledge management architecture [9, 21, 105].”
Exploring the role of customer relationship management (CRM) systems in customer knowledge creation (2014, background): “Knowledge has the highest value; it involves human expertise, experiences and ‘‘justified beliefs’’ [26,30,48].”
An empirical study of the important factors for knowledge-management adoption in the SME sector (2005, background): “Nowadays, KM is rapidly becoming an integral business activity for organisations as they realise that competitiveness pivots around the effective management of knowledge (Grover and Davenport, 2001).”
Relational Antecedents of Information Flow Integration for Supply Chain Coordination (2006, background): “These unique resource combinations are considered to be embedded in the firm’s culture and identity, routines, policies, systems, repositories, and individual employees [2, 66, 68, 146].”
Information technology as a facilitator for enhancing dynamic capabilities through knowledge management (2004, background): “Such knowledge is typically enclosed within business process management functions [23].”
Creating dynamic capabilities to increase customer value (2011, background): “Firms obtain information about the customers’ needs and they convert that information into knowledge (Alavi and Leidner, 2001; Bhatt, 2001; Davenport and Prusak, 1998; Grover and Davenport, 2001; Nonaka, 1994; Nonaka and Takeuchi, 1995).”
Importance and contribution of intangible assets: SME managers' perceptions (2010, neutral): “), and “knowledge resources” ( Grover and Davenport, 2001”
Contributing Knowledge to Electronic Knowledge Repositories: An Empirical Investigation (2005, background): “A key technological component of this approach is electronic knowledge reposi tories (EKRs) (Grover and Davenport 2001).”
Knowledge sharing practices as a facilitating factor for improving organizational performance through human capital: A preliminary test (2008, background): “Thus, the initiation and implementation of organizational knowledge sharing practices should start with a top management value that sees knowledge as a source of competitive advantage (Bartlett & Ghoshal, 2002; Grover & Davenport, 2001).”
Shaping Agility through Digital Options: Reconceptualizing the Role of Information Technology in Contemporary Firms (2003, background): “High reach occurs with the capture of integrated knowledge about customers, business partners, employees, organizational processes and other significant sources of organizational intelligence (Grover and Davenport 2001).”
KMPI: measuring knowledge management performance (2005, background): “Similarly, the research agenda and general perspective of KM, based on literature review, have been addressed [14,20].”
Critical success factors for implementing knowledge management in small and medium enterprises (2005, background): “He/she takes the leading role to coordinate, manage and set the course for KM (Earl and Scott (1999), Abell and Oxbrow (1999), Herschel and Nemati (2000), Davenport and Volpel (2001), and Grover and Davenport (2001) for a more detailed elaboration of a CKO).”
Electronic Commerce and Organizational Innovation: Aspects and Opportunities (2003, background): “A rich area of pursuit, KM offers multiple directions in the furthering of corporate objectives [40].”
Leveraging Information Technology Infrastructure to Facilitate a Firm's Customer Agility and Competitive Activity: An Empirical Investigation (2012, background): “It infrastructure’s role in the creation, storage, transfer, and application of organizational knowledge is well established [38, 80].”