Does Knowledge Management really matter? Linking knowledge management practices, competitiveness and economic performance

By Tatiana Andreeva, Aino Kianto. Journal of Knowledge Management, 2012

559 citations recorded by the source corpus.

Subfields: Communication, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/84de3884ec13b7057a67d7a38b0d5f54ebcf5a3d

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Citations in the corpus

Knowledge-based human resource management practices, intellectual capital and innovation (2017, methodology): “Managers could use both tangible (e.g. bonuses and oneoff rewards) and intangible incentives (e.g. status and recognition) to motivate employees to share, create and apply knowledge (Andreeva & Kianto, 2012; Scarbrough, 2003).”
Review of empirical research on knowledge management practices and firm performance (2016, methodology): “…Kaminska-Labbé, 2011 Management of communities of practice Donate and Guadamillas, 2011 Knowledge-centred HR practices, Knowledge- oriented leadership Andreeva and Kianto, 2012 HRM practices ICT practices Chien and Tsai, 2012 Learning mechanisms Donate and Canales, 2012 Knowledge strategy as…”
Do all elements of intellectual capital matter for organizational performance? Evidence from Russian context (2016, background): “This response rate is quite high for Russia, as Russian companies are typically reluctant to participate in any research due to the culture of information secrecy (Andreeva and Kianto, 2012).”
Impact of knowledge oriented leadership on knowledge management behaviour through employee work attitudes (2019, unknown): “…problem solving, better team performance, and improved financial performance (Alavi & Leidner, 2001), financial performance and competitiveness (Andreeva & Kianto, 2012), firm performance (Ferraresi, Quandt, dos Santos, & Frega, 2012; Palacios Marqués, José Garrigós Simón, & Simon, 2006),…”
Knowledge management and business performance: Does innovation matter? (2017, background): “Other scholars, such as Chen and Huang (2012) and Schiuma, Andreeva, and Kianto (2012) demonstrated a significant indirect effect of KM, where KM supported by IT facilitates the generation of innovation which results in increased business performance of SMEs in the technology sector.”
Knowledge management and measurement: a critical review (2013, background): “They note that the bulk of KM literature hypothesises a causal link between KM and improved performance, despite the fact that very little research has made an explicit correlation between them (Kalling, 2003, Andreeva and Kianto, 2012).”
Ethical leadership and employee knowledge sharing: Exploring dual-mediation paths (2017, unknown): “…e ﬀ ectiveness and greater innovation at the individual level (e.g., Huang, Hsieh, & He, 2014; Kim & Lee, 2013), team level (e.g., Gardner, Gino, & Staats, 2012; Gong, Kim, Lee, & Zhu, 2013; Srivastava, Bartol, & Locke, 2006), and organizational level (e.g., Andreeva & Kianto, 2012; Tsai, 2001).”
The impact of knowledge management on job satisfaction (2016, background): “Consequently, this study demonstrates a novel benefit of KM for organisations, strengthening the argument that KM is an important driver of value creation, organisational competitiveness and success (Carneiro, 2000; Bhatt, 2001; Zack et al., 2009; Andreeva and Kianto, 2012).”