Strategies for implementing knowledge management: role of human resources management

By F. Soliman, K. Spooner. Journal of Knowledge Management, 2000

499 citations recorded by the source corpus.

Subfields: Communication, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/584042c188f8788143e5d24833a68d5f67199f65

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Citations in the corpus

Human Resource Management as a Determining Factor in Organizational Learning (2006, background): “In the present economic environment, competitive advantage results from generating and applying knowledge through organizational learning, a process in which individuals play a vital role (Soliman and Spooner, 2000).”
Organizational Factors to Support Knowledge Management and Innovation (2011, methodology): “An integration of the two approaches also is demanded by a number of authors (e.g. >Soliman and Spooner, 2000; Gloet and Berrell, 2003; Haesli and Boxall, 2005).”
Knowledge Sharing: Influences of Trust, Commitment and Cost (2012, background): “How individuals feel about their organization and colleagues is a critical determinant of knowledge sharing (Civi, 2000; Liebowitz, 1999; Soliman and Spooner, 2000) as is the perceived costs of sharing one’s knowledge: For example, time and effort, and loss of expert power.”
Knowledge management strategy and its link to knowledge creation process (2002, background): “However, implementing knowledge processes within a firm can be very costly and fragile (Soliman & Spooner, 2000).”
Organizational Learning (2012, background): “Specifically, many researchers agree that organizational learning begins with some form of information acquisition (Daft & Weick, 1984; Huber, 1991; Soliman & Spooner, 2000; Walsh & Ungson, 1991).”
Critical success factors for implementing knowledge management in small and medium enterprises (2005, methodology): “While several strategies for implementing KM have been suggested in the literature (O’Dell et al., 1999; Liebowitz, 1999; Soliman and Spooner, 2000), a suitable one should be well adjusted to the situation and context of the organisation in hand.”
Mapping Knowledge and Intellectual Capital in Academic Environments: A Focus Group Study (2004, background): “According to Soliman and Spooner (2000), the knowledge mapping process should start by deciding on the specific scope for and purpose of mapping knowledge, as well as the level of detail of the knowledge map.”