The impact of knowledge sharing, organizational capability and partnership quality on IS outsourcing success

By Jae-Nam Lee. Information Manager (The), 2001

1,164 citations recorded by the source corpus.

Subfields: Communication, Information Systems and Management, Management Information Systems

View Paper: https://www.semanticscholar.org/paper/7e1658226ad3c8dce3d9200cba3381f928300f02

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In Information Systems and Management

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Citations in the corpus

Knowledge sharing, absorptive capacity, and innovation capability: an empirical study of Taiwan's knowledge-intensive industries (2007, background): “In an empirical study on knowledge sharing behavior and the outsourcing of an organization’s information system, Lee [ 39 ] showed that knowledge sharing is a major indicator of whether or not the outsourcing activity succeeds.”
Privacy Concerns Versus Desire for Interpersonal Awareness in Driving the Use of Self-Disclosure Technologies: The Case of Instant Messaging in Two Cultures (2011, background): “Examples include information reciprocation between employees and their organizations [51], information sharing in professional networks [121], contributing to knowledge repositories [53], the effects of implementation-team responsiveness on user evaluations and approval of a system [35], knowledge s”
Leadership, Creative Problem-Solving Capacity, and Creative Performance: The Importance of Knowledge Sharing (2013, methodology): “Knowledge Sharing Following previous research (e.g., Lee, 2001; Lu et al., 2006), eight items were used to assess the extent to which employees exchange knowledge with colleagues inside and outside their organization.”
A review of the IT outsourcing empirical literature and future research directions (2010, background): “For example, in a survey of 195 Korean public sector organizations, Lee (2001) reported a significant positive correlation between overall knowledge sharing and outsourcing success in terms of strategic, economic, and technological benefits.”
Perceptions of senior managers toward knowledge‐sharing behaviour (2004, methodology): “Knowledge-sharing behaviour was measured using four items adapted from the work of Lee (2001)”
Collaborative e-Government: impediments and benefits of information-sharing projects in the public sector (2007, background): “Organizational benefits relate to the solution of organization-wide problems or the enhancement of organizational capabilities (Lee, 2001).”
A measure of knowledge sharing behavior: scale development and validation (2009, background): “(Lee, 2001, p. 324) People who share a common purpose and experience similar problems come together to exchange ideas and information.”
Knowledge sharing, intellectual capital and firm performance (2014, background): “Lee (2001), for example, found that once successful explicit KS takes place directly in outsourcing projects, firms’ financial outcomes would be enhanced.”
Knowledge management in a public organization: a study on the relationship between organizational elements and the performance of knowledge transfer (2004, background): “Here, culture is de®ned as``the shared values, beliefs and practices of the people in the organization'' (McDermott and O'Dell, 2001, p. 76) and knowledge sharing as`` activities of transferring or disseminating knowledge from one person, group or organization to another'' (Lee, 2001, p. 324).”
Ethical leadership and employee knowledge sharing: Exploring dual-mediation paths (2017, background): “…are regarded by researchers as extra-role behavior (Abrams, Cross, Lesser, & Levin, 2003; Bartol, Liu, Zeng, & Wu, 2009; Gao, Janssen, & Shi, 2011; Lee, 2001; Van Dyne & LePine, 1998), voice is a form of assertive nonconformance that may lead to disruptive alterations to an organization and have…”
Proposing the online community self-disclosure model: the case of working professionals in France and the U.K. who use online communities (2010, methodology): “Applied in an IS research context, research based on SET has shown that employees are more willing to exchange information and allow their organizations to claim ownership of that information if they believe the organization will reciprocate with increased recognition (Jarvenpaa & Staples, 2001).”
Knowledge Internalization and Product Development in Family Firms: When Relational and Affective Factors Matter (2016, methodology): “In line with Jansen et al., we reviewed existing literature and put together a list of items reflecting the theoretical definition and meaning of the construct (e.g., Cohen & Levinthal, 1990; Kale & Singh; Lee, 2001; Nonaka, 1994; Tiwana, 2008; Tiwana & McLean, 2005; Van den Bosch et al., 1999; Zahr”
Absorptive Capacity and Information Systems Research: Review, Synthesis, and Directions for Future Research (2012, background): “…capacity configurations in supply chains include reduced costs (Lee et al. 2006), increased supply chain flexibility (Gosain et al. 2004), increased supply chain coordination (Patnayakuni et al. 2006), enhanced adaptive knowledge creation (Malhotra et al. 2007), and outsourcing success (Lee 2001).”