The rise of knowledge towards attention management
By T. Davenport, S. Völpel. Journal of Knowledge Management, 2001
346 citations recorded by the source corpus.
Subfields: Management of Technology and Innovation, Strategy and Management
View Paper: https://www.semanticscholar.org/paper/3ad532051f58ca3f5ba9ee0adb5e46055394cbda
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In Management of Technology and Innovation
In Strategy and Management
- Keng-Boon Ooi
- Voon‐Hsien Lee
- Kuan Yew Wong
- Elaine Aspinwall
- Eden B. Tekie
- Annette M. Mills
- Chee-Yang Fong
- S. Voelpel ‡
Citations in the corpus
- The wheel of business model reinvention: how to reshape your business model to leapfrog competitors (2004, background): “The discontinuities that differentiate the ‘new’ economy from the ‘old’ are numerous but to mention the prominent ones, these include: digitization of information (Viscio and Paternack, 1996; Tapscott, 1997); the ‘virtual space’ where economic transactions are increasingly taking place (Kelly, 1998)”
- An empirical study of the important factors for knowledge-management adoption in the SME sector (2005, methodology): “Resources (Holsapple and Joshi, 2000; Davenport and Volpel, 2001; Wong and Aspinwall, 2004).”
- HRM practices and knowledge sharing: an empirical study (2011, background): “Knowledge is conceptualized as codified information including insight, interpretation, context, experience, wisdom, and so forth ( Davenport and Volpel, 2001”
- The future of e-learning: a shift to knowledge networking and social software (2007, background): “However, the more recent KM literature stresses the importance of the people side of KM and acknowledge the input of individuals in making KM and its sharing effective (Akamavi and Kimble, 2005; Davenport and Völpel, 2001; Wilson, 2002).”
- Knowledge management and organizational performance: a decomposed view (2011, background): “Prior research recognizes the importance of having a supportive and effective knowledge infrastructure to underpin a firm's knowledge management initiatives ( Davenport and Volpel, 2001”
- 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).”