Knowledge Management Strategies: Toward a Taxonomy

By Michael J. Earl. Journal of Management Information Systems, 2001

1,241 citations recorded by the source corpus.

Subfields: Communication, Information Systems, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/6d7d8bff4f692644d68e8f32d4fc52f3497708c9

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Citations in the corpus

Training, Knowledge Sharing, and Quality of Work-Life on Civil Servants Performance in Indonesia (2020, background): “This relationship could be because knowledge disseminated to all employees can trigger their general and specific knowledge of their work so that the quality of work-life will be better (Earl, 2001).”
Structured knowledge processes and firm performance: The role of organizational agility (2016, background): “Many terms describe the process of KAp: knowledge leverage (Ipe, 2003); knowledge use (Earl, 2001); and knowledge utilization (Jantunen, 2005).”
Information technology as a facilitator for enhancing dynamic capabilities through knowledge management (2004, background): “Finally, KM can be regarded as central to product and process innovation and improvement, executive decision-making, and organizational adaptation and renewal [16].”
The theoretical foundations of knowledge management (2006, methodology): “These frameworks also look at the underlying structure of this research including knowledge as a process, knowledge sharing as a transaction, and the schools of knowledge management that regard these research structures (e.g., Earl, 2001; Grover & Davenport, 2001; Schultze & Leidner, 2002).”
Knowledge Sharing in Organizations: A Conceptual Framework (2003, background): “Rewards have also been considered important to knowledge sharing within intranets (Hall, 2001), in the creation and sustenance of knowledge-sharing networks (Dyer & Nobeoka, 2000), and the success of knowledge-management initiatives within organizations (Earl, 2001; Liebowitz, 1999).”
Knowledge Management and Organizational Learning (2009, background): “Earl (2001) has described various KM strategies, or " schools of thought " at a more detailed level.”
Effects of knowledge management strategy on organizational performance: A complementarity theory-based approach (2008, background): “KM strategies are no longer empty buzzwords but a fundamental concern for many firms [3,4].”
Experiential and Informational Knowledge, Architectural Marketing Capabilities, and the Adaptive Performance of Export Ventures: A Cross-National Study (2003, background): “…across a large number of disciplines including organization theory, decision sciences, strategic management, management information system (MIS), operations, marketing, and international business (e.g., Basu, 1998; Earl, 2001; Hult, 1998; Inkpen & Dinur, 1998; Sinkula, 1994; Spender, 1996).”
Three-dozen knowledge-sharing barriers managers must consider (2005, background): “In addition, Ellis (2001) suggested that, rather than have people contribute individually, managers may wish to assign people to small groups, get them to meet regularly, and give them collective responsibility for knowledge sharing.”
Innovation intermediaries and collaboration: Knowledge–based practices and internal value creation (2018, positive): “External unrelated knowledge is often required for a specific project (Earl, 2001), the complexity of which necessitates multi-disciplinary knowledge bases of different parties to be combined (Curley and Salmelin, 2013; Perkmann and Schildt, 2014).”
Organizational Factors to Support Knowledge Management and Innovation (2011, background): “Other studies also assert that organizational factors are essential elements in order to make implementation of KM strategies easier (e.g. Earl, 2001; DeTienne et al., 2004; Garavelli et al., 2004; Zack et al., 2009).”