Sharing knowledge through intranets: a study of organizational culture and intranet implementation

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Critical factors for knowledge management in project business (2010, background): “According to Ruppel and Harrington (2001), knowledge should be understood as a process rather than an asset.”
Knowledge Sharing: Influences of Trust, Commitment and Cost (2012, background): “Numerous studies (e.g. Chowdhury, 2005; Robertson and O’Malley-Hammersley, 2000; Ruppel, 2001; Swart and Harvey, 2011; Wang et al., 2007; Yeh et al., 2006) have reported positive relationships between trust and knowledge sharing.”
Knowledge management enablers: a case study (2006, background): “Ruppel and Harrington (2001) believe knowledge is a process instead of an asset, and hence in order to maximize its value an organization needs to create an environment that helps the flow of knowledge.”
Theories of knowledge sharing behavior in business strategy (2016, unknown): “Broadly, the studies, discussion and findings were related to practice, strategy, antecedents or enablers (Currie & Kerrin, 2003; Collin, & Smith, 2006; DeLong & Fahey, 2000; Minbaeva, 2007; Nayir & Uzuncarsili, 2008; Oltra, 2005; Ruppel & Harrington, 2001).”
Trust in management and knowledge sharing: The mediating effects of fear and knowledge documentation (2008, background): “For example, when analyzing the relationship between organizational culture and the use of an intranet to share knowledge, Ruppel and Harrington [62] found that intranet implementation is facilitated by trust, among other things.”