Working Knowledge: How Organizations Manage What They Know

By R. S. White. 2001

461 citations recorded by the source corpus.

Subfields: Human Factors and Ergonomics, Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/658554b1df93a7bc59bdd3a7e8044bd7709f8f58

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In Human Factors and Ergonomics

In Organizational Behavior and Human Resource Management

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Citations in the corpus

Knowledge Management as an important tool in Organisational Management: A Review of Literature (2015, background): “Several researchers (Jasimuddin, 2008; Davenport and Prusak, 1998; Day, 1994) argue the effective management of knowledge is a critical ingredient for organisations seeking to ensure sustainable strategic competitive advantages.”
Individual Factors and Knowledge Sharing (2011, background): “Knowledge is also defined as “a fluid mixed of flam ed experience, values, contextual information and expe rt insight” (Davenport and Prusak, 1998). Zack (1999) defines knowledge as “that which comes to believe o n the value on the bases of the meaningful organized accumulation of information throug”
IT to support knowledge sharing in communities, towards a social capital analysis (2006, background): “This is one of the reasons why recorded knowledge is often not re-used (Davenport and Prusak, 1998).”
Issues of Knowledge Management in the Public Sector (2003, background): “Davenport and Prusak (1998) defined knowledge as a fluid mix of framed experience, values, contextual information, expert insight and grounded intuition that provides an environment of and framework for evaluating and incorporating new experience and information.”
Strategy development in UK higher education: towards resource‐based competitive advantages (2004, background): “Knowledge-based resources are vital for organisations that rely primarily on people and their skills (Davenport & Prusack, 1998).”
Which Problems to Solve? Online Knowledge Sharing and Attention Allocation in Organizations (2014, background): “It is also of practical importance since many large, dispersed organizations use online discussion forums to facilitate knowledge sharing among their employees (e.g., Davenport & Prusak, 2000; Kane & Alavi, 2007).”
Knowledge Sharing and National Culture: A Comparison Between China and Russia (2004, methodology): “Often those who possess knowledge are inclined not to invest resources to share knowledge without an expectation of reciprocity, as these resources are finite and scarce (Davenport and Prusak, 1998; O’Dell and Grayson, 1998).”