Overcoming cultural barriers to sharing knowledge

By R. McDermott, C. O'Dell. Journal of Knowledge Management, 2001

1,337 citations recorded by the source corpus.

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Citations in the corpus

Knowledge sharing amongst academics in UK universities (2013, background): “…culture in promoting knowledge sharing (Hislop, 2009), although there is some debate as to whether culture change should be part of a knowledge management programme (McDermott and O’Dell, 2001) or whether knowledge management initiatives should try to match the existing culture (Liebowitz, 2008).”
The effect of extrinsic and intrinsic motivation on knowledge sharing intentions of civil servants in Ebonyi State, Nigeria (2012, background): “In fact, many well-designed knowledge management efforts have failed because of non-supportive employee beliefs (McDermott and O’Dell 2001).”
Managerial Knowledge Sharing: The Role of Individual, Interpersonal, and Organizational Factors (2006, background): “In fact, such technologies are often a prerequisite for successful knowledge management, enabling collaboration among different units and individuals unconstrained by the boundaries of geography and time (McDermott and O'Dell, 2001).”
Different motivations for knowledge sharing and hiding: The role of motivating work design (2019, background): “…towards knowledge sharing (Bock, Lee, Zmud, & Kim, 2005; Zhao, Detlor, & Connelly, 2016), and for this reason have been deemed insufficient and even detrimental to the motivation to share knowledge by many (McDermott & O’Dell, 2001; O’Dell & Grayson, 1998; Tissen, Andriessen, & Deprez, 1998).”
A model of knowledge‐sharing motivation (2009, positive): “The knowledge-sharing literature offers similar arguments that tangible rewards have often been deemed insufficient and possibly detrimental to the motivation to share (McDermott & O’Dell, 2001; O’Dell & Grayson, 1998; Tissen et al., 1998).”
Knowledge Sharing in Organizations: A Conceptual Framework (2003, background): “O’Reilly and Pondy (1980) indicated that the probability that organizational members will route information to other mem bers is positively related to the rewards and negatively related to the penalties that they expect to result from sharing.”
Three-dozen knowledge-sharing barriers managers must consider (2005, background): “…discussions on knowledge sharing barriers primarily focused on organisational culture (e.g. Chase, 1998; De Long and Fahey, 2000; Gurteen, 1999; McDermott and O’Dell, 2001) and national culture (e.g. Ford and Chan, 2003; Husted and Michailova, 2002; Michailova and Husted, 2003; Moeller and…”
The Impact of Knowledge Sharing on Work Performance: An Empirical Analysis of the Public Employees' Perceptions in South Korea (2008, background): “[ 16 , 17 , 21 , 22 ] Finally, support from the top management is critical in the growth of knowledge sharing as it attracts voluntary participation from employees in initiating and disseminating important knowledge.”
Critical success factors for implementing knowledge management in small and medium enterprises (2005, background): “The importance of matching a KM initiative with the culture, style and core value of an organisation was also highlighted by McDermott and O'Dell (2001)”
Organizational culture and knowledge sharing: critical success factors (2007, background): “The visible dimension of culture is reflected in the espoused values, philosophy and mission of the firm while the invisible dimension lies in the unspoken set of values that guide employees' actions and perceptions in the organization ( McDermott and O'Dell, 2001”