Knowledge Management in Theory and Practice
By Kimiz Dalkir. 2005
1,401 citations recorded by the source corpus.
Subfields: Strategy and Management
View Paper: https://www.semanticscholar.org/paper/67c8bfe7e88f84f62c897cf137edc6985b35c9c6
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In Strategy and Management
- Henri Inkinen
- Sung Jun Jo
- Aino Kianto
- M. D. Singh
- Ravi Kant
- Alberto Ferraris
- Jerome Couturier
- Chiara Giachino
Citations in the corpus
- Knowledge management barriers: An interpretive structural modeling approach (2007, background): “Keywords: barriers, dependence power, driving power, interpretive structural modeling, knowledge management”
- Review of empirical research on knowledge management practices and firm performance (2016, background): “…to KM (e.g. Alavi and Leidner, 2001; Davenport and Prusak, 1998; Kankanhalli et al., 2003), and KM strategy (e.g. Barney, 1991; Conner and Prahalad, 1996; Dalkir, 2005; Grant, 1996; Kogut and Zander, 1992; Skyrme and Amidon, 1997; Spender and Grant, 1996; Von Krogh et al., 2001; Zack, 1999).”
- The impact of knowledge management on job satisfaction (2016, background): “Therefore, organisations should also encourage frequent face-to-face communication and the creation of shared learning experiences, as well as build a knowledge-sharing culture (Nonaka and Takeuchi, 1995; Ståhle and Grönroos, 2000; Carpenter and Rudge, 2003; Dalkir, 2005).”
- Knowledge Sharing: The Influences of Learning Organization Culture, Organizational Commitment, and Organizational Citizenship Behaviors (2011, background): “An organizational culture creates high levels of behavioral consistency in members through social norms, shared values, and a shared mental model (Dalkir, 2005).”
- R&D internationalization in medium-sized firms: The moderating role of knowledge management in enhancing innovation performances (2019, background): “Knowledge management (KM) has the objective to use the all organization’s knowledge base together with “individual skills, competencies, thoughts, innovation, and ideas to create a more efficient and effective organization” (Dalkir, 2013).”