Understanding the influence of organizational change strategies on information technology and knowledge management strategies

By James M. Bloodgood, William David Salisbury. Decision Support Systems, 2001

364 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/833693648b5c0599f5944d5b8d40872eaf528dda

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In Strategy and Management

Citations in the corpus

How does social software change knowledge management? Toward a strategic research agenda (2012, background): “The operational aim of knowledge management at the firm level is to build institutional protective capabilities in two ways (Bloodgood and Salisbury, 2001): to limit the number of employees who can access certain data and information, and ensure that no single employee has access to all…”
Effects of knowledge management strategy on organizational performance: A complementarity theory-based approach (2008, background): “Therefore, explicit-oriented strategy plays key role in increasing performance because rapid transfer of explicit knowledge within the firm is critical to enabling the firms to stay ahead of their competitors [42].”
Knowledge management strategy and its link to knowledge creation process (2002, background): “Bloodgood and Salisbury (2001) proposed that human strategy should be appropriate for socialization while system strategy should be appropriate for externalization.”
Knowledge management in a public organization: a study on the relationship between organizational elements and the performance of knowledge transfer (2004, background): “Second, it helps to keep track of persons with particular expertise and enabling rapid communication between them (Bloodgood and Salisbury, 2001, p. 62).”
Knowledge management orientation, market orientation, and firm performance: an integration and empirical examination (2009, neutral): “…Olivera (2000); Zack (1999) KM3 IT facilitates the processes of capturing, categorizing, storing, and retrieving knowledge and ideas in our company Bloodgood and Salisbury (2001); Dewett and Jones (2001); Hansen et al. (1999) KM4 We systematically de-brief projects, record good practices that we…”