Different knowledge, different benefits: toward a productivity perspective on knowledge sharing in organizations

By Martine R. Haas, Morten T. Hansen. 2007

607 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/d39e8ec309ec4fe356697b5aabceded63005c3ba

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Citations in the corpus

Encouraging knowledge sharing among employees: How job design matters (2009, methodology): “We relied on a cross-sectional design and perceptual measures, which provide us with “fine-grained measures of variables that are otherwise difficult to measure” (Haas & Hansen, 2007, p. 1150).”
Help-Seeking and Help-Giving as an Organizational Routine: Continual Engagement in Innovative Work (2015, unknown): “Scholars have focused considerable attention on helping behaviors (e.g., Ames, Flynn, & Weber, 2004; Blau, 1963; Flynn, 2003; Gouldner, 1960; Haas & Hansen, 2007; Miller & Luthar, 1989; Organ & Konovsky, 1989; Perlow & Weeks, 2002).”
Guiding the use of Grounded Theory in Doctoral studies – an example from the Australian film industry (2011, background): “…and inhibit this sharing of knowledge Knowledge sharing was selected as a research topic as it has been found to improve organisational performance (Haas & Hansen, 2007; Lesser & Storck, 2001), to promote competitive advantage (Argote & Ingram, 2000), to enhance organisational learning (Argote,…”
Knowledge sharing, intellectual capital and firm performance (2014, background): “In general, KS can be regarded as the process of interaction, communication and coordination of knowledge or expertise (Haas and Hansen, 2007).”
Knowledge, Networks, and Knowledge Networks (2011, background): “A consistent finding is that codification facilitates knowledge transfer while tacitness impedes it (e.g., Cheng, 1984; Haas & Hansen, 2007; Zander & Kogut, 1995).”
Interpreting the impact of knowledge management processes on organizational performance in Chinese higher education: mediating role of knowledge worker productivity (2020, background): “Haas and Hansen (2007) argued that knowledge leaders equipped with efficiency and experience provide timely advice to their incumbents and teams which improve work quality and raw competence, hence, yielding better team outputs with subordinates willing to contribute high quality and valuable…”
Unpacking Team Familiarity: The Effects of Geographic Location and Hierarchical Role (2012, background): “Substantial attention has been directed to identifying factors that may improve these knowledge teams’ productivity (Haas and Hansen 2007, O’Leary and Mortensen 2010).”
Modeling team knowledge sharing and team flexibility: The role of within-team competition (2014, background): “Knowledge is an important attribute for successful and effective teams (Foss et al., 2010; Haas and Hansen, 2007; Payne et al., 2009; Srivastava et al., 2006).”