A critical review of knowledge management as a management tool

By M. Mårtensson. Journal of Knowledge Management, 2000

671 citations recorded by the source corpus.

Subfields: Communication, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/562cd31525ba2cae65c82b964923628539808d91

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Communication

In Strategy and Management

Citations in the corpus

Understanding knowledge management system usage antecedents: An integration of social cognitive theory and task technology fit (2008, background): “Tacit knowledge is difficult to be formalized and communicated [60,70] but evolves from peoples’ interactions, and requires skills and practices [55,68].”
Critical success factors for implementing knowledge management in small and medium enterprises (2005, background): “As with all change and improvement programmes, support and commitment from senior management is critical to a KM initiative (Martensson, 2000; Manasco, 1996; Truch, 2001; Jarrar, 2002; Sharp, 2003; Davenport et al., 1998).”
Choosing knowledge management strategies by using a combined ANP and DEMATEL approach (2008, methodology): “Today, KM and related strategy concepts are promoted as important components for organizations to survive (Martensson, 2000).”
The project of intellectual capital disclosure: researching the research (2005, neutral): “As Martensson (2000) points out, there should be a uniform definition of ICD, since the lack of a uniform definition, and the availability of several definitions, of IC and ICD means that firms are able to define IC and ICD in an ad-hoc fashion for disclosure purposes.”
Intellectual Capital Disclosure Trends: Singapore and Sri Lanka (2008, neutral): “Deleted: The literature provides a number of definitions of IC (Stewart 1997; Union Fenosa 1999; Martensson 2000; Ordonez de Pablos 2002) with IC as value creators of firms (Lynn, 1998).”
Knowledge management enablers: a case study (2006, positive): “Many research and published papers, even people in the field, all believe corporate culture is the key influence on knowledge management or the effectiveness of knowledge sharing (Chase, 1997; Demarest, 1997; Davenport et al., 1998; Pan and Scarbrough, 1998;Holsapple and Joshi, 2000;Martensson, 2000”
Knowledge Management as an important tool in Organisational Management: A Review of Literature (2015, methodology): “Martensson (2000) considers KM as an important and necessary component for organisations to survive and maintain competitive keenness and so it is necessary for managers and executives to consider KM as a prerequisite for higher productivity and flexibility in both the private and the public…”