Managing organizational knowledge as a strategic asset

By Audrey S. Bollinger, Robert D. Smith. Journal of Knowledge Management, 2001

913 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/8b1ae362e863523bb555b825b29984e3da56d77b

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Strategy and Management

Citations in the corpus

What do we really mean by the dynamic dimension of intellectual capital (2007, background): “The inability of the static asset approach to capture collective knowledge is a serious limitation because collective knowledge is inimitable and nonsubstitutable, and therefore strategically the most important type of knowledge (e.g., Spender, 1996a; Bollinger and Smith, 2001).”
Organizational Factors to Support Knowledge Management and Innovation (2011, background): “…Pan and Scarbrough, 1999), their role for evaluating employees on the basis of tolerating errors and promoting learning rather than work results (Bollinger and Smith, 2001; Roth, 2003), the generation of expectations regarding the quality of work of employees trying to promote creativity (Roth,…”
Enabling knowledge creation and sharing in transnational projects (2006, background): “Initially, knowledge management was primarily considered to be a communication technology issue, with networks of computers and groupware being the keys to an efficient leveraging of knowledge among business units (Bollinger & Smith, 2001; Hansen & Oetinger, 2001).”
Innovation as a Knowledge-Based Outcome (2011, background): “Analyses of organizational knowledge can view knowledge as an objective commodity (Bohn, 1994; Bollinger and Smith, 2001) or as a socially constructed process (Blackler, 1995; Cook and Brown, 1999).”
Facilitators of Organizational Learning in Design. (2006, background): “It is essential to a firm’s ability to innovate and compete (Bollinger and Smith, 2001).”
The Evolving research on intellectual capital (2008, background): “ Bollinger and Smith (2001) argue that organisations need to recognise knowledge as a valuable resource and develop a mechanism for tapping into the collective intelligence and skills of employees in order to create a greater organisational knowledge base.”
Leadership behaviors, organizational culture and knowledge management practices: An empirical investigation (2011, background): “Discussions of this concept are abundant in the KM literature (Bollinger and Smith, 2001).”
Role of leadership in knowledge management: a study (2008, background): “It includes lessons learned, know-how, judgment, rules of thumb, and intuition, which are the key characteristics of a learning organization ( Bollinger and Smith, 2001”
Transformational leadership and innovation: the mediating role of knowledge sharing amongst higher education faculty (2019, background): “According to Bollinger and Smith (2001) organisational culture enables members to work together and share knowledge.”
The Future: Just-in-Time Learning Expectations and Potential Implications for Human Resource Development (2003, background): “In particular, organizational culture becomes critical in promoting the sharing of knowledge and forging effective working relationships among learners (Bollinger & Smith, 2001).”
Training and Performance: The Mediating Role of Organizational Learning (2014, background): “…al., 993; Nonaka and Takeuchi, 1995; Jerez Gomez et al., 2004) nd, as a consequence, it may improve organizational knowldge (Alavi and Leidner, 2001; Bollinger and Smith, 2001), hich is considered to be one of the main sources of compettive advantage for a firm (Kogut and Zander, 1992; Grant, 996).”