Understanding the Antecedents of Effective Knowledge Management: The Importance of a Knowledge-Centered Culture

By Brian D. Janz, Pattarawan Prasarnphanich. Decision Sciences, 2003

693 citations recorded by the source corpus.

Subfields: Communication, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/7acd7e2bfa6825417c4aa87a0668fb207ee2d7ae

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Citations in the corpus

How organizational climate and structure affect knowledge management - The social interaction perspective (2007, background): “…Huang / International Journal of Information Management 27 (2007) 104–118 106 Furthermore, it is believed that employees can be capable of self-organizing social interaction networks to solve new or existing problems if they are allowed to do so (Gold et al., 2001; Janz & Prasarnphanich, 2003).”
Developing a model for the influence of perceived organizational climate on organizational citizenship behaviour and organizational performance based on balanced score card (2014, background): “The existence of cooperative climate in an organization is the creator of a reason for increased tendencies of members of that organization to work with each other as a group in order to promote each other ( Janz and Prasarnphanich, 2003).”
What factors influence knowledge sharing in organizations? A social dilemma perspective of social media communication (2016, background): “Organizational culture or corporate culture refers to values, beliefs, and systems that may encourage or impede knowledge creation and sharing within organizations (Newell et al. 2009, Janz and Prasarnphanich 2003, Alavi and Leidner 2001, Michailova and Minbaeva 2012).”
Organizational Factors to Support Knowledge Management and Innovation (2011, background): “…influence on innovation results on their own, reinforcing the idea of being considered as support elements for exploration or exploitation practices rather than independent aspects in order to achieve further innovation, as certain studies suggest (Janz and Prasarnphanic, 2003; Alavi et al., 2005).”
A multidimensional view of intellectual capital: the impact on organizational performance (2015, result): “The findings also lend empirical support to the theoretical observations and corroborate the idea of scholars in the field (David et al., 2000; Janz and Prasarnphanich, 2003; Leidner et al., 2010; McDermott and O’Dell, 2001; Nazari et al., 2009; Young et al., 2003).”
The Dynamic Structure of Management Support Systems: Theory Development, Research Focus, and Direction (2007, background): “Managers are increasingly treating knowledge as a substantive resource (Alavi and Leidner 2001), and are looking for ways to incorporate KM into their organizational cultures (Janz and Prasarnphanich 2003).”
An Empirical Examination of the Influence of Organizational Culture on Knowledge Management Practices (2005, background): “Initial research on organizational values and KM suggests that organizational values are important to facilitate effective knowledge sharing practices among firm members [4, 10, 15, 33, 37, 43, 50].”
Relationships among organizational culture, knowledge acquisition, organizational learning, and organizational innovation in Taiwan's banking and insurance industries (2012, background): “Brian and Pattarawan ( 2003 ) suggested that OC is positively related to OL.”
Knowledge sharing and group cohesiveness on performance: An empirical study of technology R&D teams in Taiwan (2009, background): “In addition, item loadings should exceed 0.5, suggesting item reliability (Janz and Prasarnphanich, 2003; Hasan and Ali, 2007; Rivard, 1988; Saadé, 2007).”