Knowledge work as organizational behavior

By E. Kelloway, Julian Barling. 2000

432 citations recorded by the source corpus.

Subfields: Communication, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/ca5744630d77131e31eb9e8b2a40320898872a67

How researchers see this paper

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

In Communication

1. Matej Cerne
2. Miha Škerlavaj
3. Anders Dysvik
4. Mark Loon
5. Karen Lee
6. Gian Marcus Casimir
7. Anitha Chennamaneni
8. Catherine E. Connelly

In Organizational Behavior and Human Resource Management

1. Matej Cerne
2. Miha Škerlavaj
3. Anders Dysvik
4. Mark Loon
5. Hendrik Drachsler
6. Bart van den Hooff
7. E. Kevin Kelloway
8. Anitha Chennamaneni

Citations in the corpus

• Impact of knowledge oriented leadership on knowledge management behaviour through employee work attitudes (2019, neutral): “Therefore many employees try to keep it to themselves and do not want to transfer it to others (Kelloway & Barling, 2000).”
• Transfer of Training: A Review and New Insights (2008, neutral): “Many practitioners thus feel that organizations should spend more resources on training their employees in order to improve their competence at work (Kelloway and Barling 2000).”
• Understanding knowledge hiding in organizations (2019, background): “However, organizations do not “own” the intellectual assets of employees (Kelloway & Barling, 2000), and many employees prefer to keep their knowledge to themselves.”
• Predictors of employees’ perceptions of knowledge sharing cultures (2003, background): “” Affinity groups are developed along these principles, and according to Kelloway and Barling (1999), they can play an important role in promoting knowledge use in organizations.”
• Committed to Share: Commitment and CMC Use as Antecedents of Knowledge Sharing (2004, background): “Various authors have specifically investigated the relationship between commitment and knowledge sharing (for instance: Hislop, 2002; Kelloway and Barling, 2000; Scarbrough, 1999; Smith and McKeen, 2002).”
• Knowledge Sharing: Influences of Trust, Commitment and Cost (2012, background): “This proud sense of purpose increases the likelihood that individuals share knowledge for the betterment of the organization (Priestley and Samaddar, 2007; Riketta and Landerer, 2002; Kelloway and Barling, 2000).”
• A model of knowledge‐sharing motivation (2009, neutral): “Kelloway and Barling (2000) made a similar prediction by arguing a positive link between opportunities to share (which include a culture that encourages knowledge use) and knowledge use.”
• Knowledge Worker Roles and Actions— Results of Two Empirical Studies (2011, background): “Following the task of knowledge management should then be to establish work conditions that stimulate and activate employees to participate in active knowledge sharing (Kelloway and Barling, 2000).”
• Determinants Of Knowledge Sharing Behaviors: Developing And Testing An Integrated Theoretical Model (2006, background): “Kelloway and Barling(2000) also note that knowledge work primarily “comprise the creation of knowledge, the application of knowledge, the transmission of knowledge and the acquisition of knowledge”.”