Working Knowledge: How Organizations Manage What They Know

By M. Bradley. 2000

2,915 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/79482062c125e00455a7a71b8976b20f6025a463

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Citations in the corpus

KNOWLEDGE TRANSFER THROUGH INHERITANCE: SPIN- OUT GENERATION, DEVELOPMENT, AND SURVIVAL (2004, background): “These firms were ascertained to have no direct connection to the industry and were not diversifying entrants.”
The Importance of Social Capital to the Management of Multinational Enterprises: Relational Networks Among Asian and Western Firms (2002, background): “Effective management of businesses requires dissemination, absorption, and utilization of knowledge (Lane and Lubatkin, 1998), especially in the current competitive landscape (Davenport and Prusak, 1997).”
Review of empirical research on knowledge management practices and firm performance (2016, background): “The pioneering academic discussion addressing this phenomenon revolved mainly around the concept of KM (e.g. Davenport and Prusak, 1998; Nonaka and Takeuchi, 1995; Von Krogh, 1998).”
Information systems outsourcing: a survey and analysis of the literature (2004, background): “Examples include: Knowledge management organizations need and possess knowledge, and need to manage this knowledge effectively (Davenport & Prusak, 1997).”
Relational Antecedents of Information Flow Integration for Supply Chain Coordination (2006, background): “Most organizational routines are a formalized set of procedures that have been constructed from learning and prior organizational experience [45].”
Why and when do people hide knowledge? (2013, background): “Thus, as a prerequisite of facilitating knowledge transferring in organizations, researchers and practitioners need to understand why and when people hide knowledge in work settings (Connelly et al., 2012; Hinds et al., 2001; Davenport and Prusak, 1998).”
Social Capital and Knowledge Integration in Digitally Enabled Teams (2008, background): “Second, trust enables individuals to freely exchange information that is critical to the success of collaboration (Davenport and Prusak 1998).”
Resource-Based View of Knowledge Management for Competitive Advantage (2005, background): “The literature on KM highlights the importance of a sharing culture to support and foster a knowledge www.ejkm.com ©Academic Conferences Ltd management focus (Alavi, 1999; Zack, 1999a,b; Davenport and Prusak, 1998).”
Understanding lurkers in online communities: A literature review (2014, background): “Reciprocity refers to how much help the community can provide to users when they are in need of responses to their posts (Davenport & Pruzak, 2000).”
Social Media and Their Affordances for Organizing: A Review and Agenda for Research (2017, positive): “Knowledge sharing, or the process of capturing, distributing, and using, knowledge (Davenport & Prusak, 1998), may thus be affected by the growing prevalence of social media use in organizations (Leonardi, 2014; Thomas & Akdere, 2013; Von Krogh, 2012).”
KNOWLEDGE SHARING IN ORGANIZATIONS: MULTIPLE NETWORKS, MULTIPLE PHASES (2005, background): “Although scholars have noted that employees often hoard knowledge (e.g., Davenport & Prusak, 1998 ), the mechanisms contributing to such reduced motivation to provide knowledge have not been elucidated.”
The theoretical foundations of knowledge management (2006, background): “These knowledge abstractions can be used by those seeking knowledge in a particular field to search for related articulated knowledge (Wiig, 1995; Davenport & Prusak, 1998).”
Acceptance of blog usage: The roles of technology acceptance, social influence and knowledge sharing motivation (2008, background): “In the past, knowledge sharing was viewed as a transaction process of knowledge markets, where the knowledge buyers and sellers needed to have reciprocal benefits from the exchange [10].”
Learning How and Learning What: Effects of Tacit and Codified Knowledge on Performance Improvement Following Technology Adoption (2003, background): “In contrast, when knowledge is tacit, it is often the case that proximity and interpersonal interaction are necessary for its transmission (Davenport & Prusak, 1998; Hansen, 1999; Sole & Edmondson, 2002; Szulanski, 1996).”
Organizational culture and knowledge sharing: critical success factors (2007, methodology): “Knowledge sharing techniques (reliability measure) (Davenport and Prusak, 1998; Griffen, 2002; Sayed-Ikhsan and Rowland, 2004) 3.”