Common Knowledge: How Companies Thrive by Sharing What They Know

By Nancy M. Carlson. 2001

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Role of transformational leadership in effective organizational knowledge creation practices: Mediating effects of employees' work engagement (2012, background): “Furthermore, interconnected collaboration based on the employees’ work engagement has been reported to play a key role, along with more diverse approaches, in creating new knowledge, which leads to more practical field-oriented applicable knowledge creation (Dixon, 2000; Nonaka, Toyama, & Konno, 200”
Knowledge sharing behavior in virtual communities: The relationship between trust, self-efficacy, and outcome expectations (2007, background): “Finally, Dixon (2000) point out that ‘‘build it and they will come’’ and ‘‘technology can replace face-to-face interaction’’ are the myths of knowledge sharing.”
Toward coopetition within a multinational enterprise: A perspective from foreign subsidiaries (2005, background): “Competition for corporate resources will be intensified if more subunits lose their competitive advantages in important markets due to capability weakening (Dixon, 2000).”