An investigation of factors that influence the management of knowledge in organizations

By Clyde W. Holsapple, K. Joshi. Journal of strategic information systems, 2000

607 citations recorded by the source corpus.

Subfields: Communication, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/607c55590acd062702d9148239ff423693ba88cc

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Citations in the corpus

Dynamic Capabilities and Knowledge Management: an Integrative Role for Learning?* (2008, background): “Resource conditions (Holsap-ple and Joshi, 2000), ﬁrm conditions (Holsapple and Joshi, 2000; Zollo and Winter, 2002) and environmental conditions (Benner and Tushman, 2003; Massey, Montoya-Weiss and O’Driscoll, 2002; Zollo and Winter, 2002) are usually mentioned as major inﬂuences that may lever or…”
Workforce agility: the new employee strategy for the knowledge economy (2002, background): “This is supported by the IS literature, which argues that ICTs add value to businesses when they make quality information widely accessible (Holsapple and Joshi, 2000).”
Review of empirical research on knowledge management practices and firm performance (2016, background): “It has been also argued that successful KM requires approval and penetration throughout the organization, with the leadership taking the main responsibility (DeTienne et al., 2004); therefore, KM leadership is seen as an important driver for successful KM (Holsapple and Joshi, 2000).”
An empirical study of the important factors for knowledge-management adoption in the SME sector (2005, methodology): “Processes and activities (Skyrme and Amidon, 1997; Holsapple and Joshi, 2000; Davenport et al., 1998; Bhatt, 2000).”
What factors influence knowledge sharing in organizations? A social dilemma perspective of social media communication (2016, background): “Organizations should support and encourage their employees to share and create knowledge (Holsapple and Joshi 2000, Roda et al. 2003).”
Knowledge sharing practices as a facilitating factor for improving organizational performance through human capital: A preliminary test (2008, background): “These factors, or antecedents, serve as infrastructure to improve the effectiveness of organizational knowledge sharing (Holsapple & Joshi, 2000; Lee & Choi, 2003).”
Measuring KMS success: A respecification of the DeLone and McLean's model (2006, background): “Measure indicators need not be hard and financial, but can be soft and non-financial [21].”
Knowledge management enablers: a case study (2006, unknown): “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”
Critical success factors for implementing knowledge management in small and medium enterprises (2005, background): “Management leadership and support Management leadership plays a key role in influencing the success of KM (Horak, 2001; Pan and Scarbrough, 1998; Holsapple and Joshi, 2000; Ribiere and Sitar, 2003).”
A Model of Knowledge Management Success (2006, background): “However, KM strategy/process also needs to reflect that the knowledge needs of the users change over time, as found by the longitudinal study (Jennex & Olfman, 2002) and that new users have a hard time understanding codified tacit knowledge (Koskinen, 2001). For example, new users will follow person”
Success factors of knowledge management in temporary organizations (2011, background): “An important part of the organization of PK is quality assurance with regard to the usefulness, accurateness and timeliness of knowledge (Havens and Knapp, 1999; Holsapple and Joshi, 2000; Du Plessis 2007).”