Knowledge Management’s Social Dimension: Lessons from Nucor Steel

By Anil Gupta, V. Govindarajan. 2000

773 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/e33861ea46a0a7f51388f4f1b8b8f4c39e628645

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Citations in the corpus

Motivating Knowledge Sharing in Knowledge Management Systems (2014, background): “…research because most scholars acknowledge that accumulation of team and organizational knowledge depends on knowledge sharing between employees (Gupta & Govindarajan, 2000; Jarvenpaa & Staples, 2001; Nonaka, 1994; Polanyi, 1966; Tsoukas & Vladimirou, 2001), and “the lack of attention to…”
Knowledge Sharing in Organizations: A Conceptual Framework (2003, background): “Support for the relationship between reciprocity and knowledge sharing was also found by Hall (2001) and Dyer and Nobeoka (2000).”
Managerial Knowledge Sharing: The Role of Individual, Interpersonal, and Organizational Factors (2006, background): “This context includes organizational culture, structure, information systems, reward systems, leadership, and interpersonal relationship (Gupta and Govindarajan, 2000).”
The impact of knowledge sharing on organizational learning and effectiveness (2007, background): “The results confirm the implication of Petrash (1996), Gupta and Govindarajan (2000) and Olivera (2000).”
Organizational culture and knowledge sharing: critical success factors (2007, methodology): “According to Gupta and Govindarajan (2000), organizational culture involves six major categories: information systems, people, process, leadership, reward system and organization structure.”
The Influence of Intellectual Capital on the Types of Innovative Capabilities (2005, background): “…capital drew upon the core ideas of the social structure literature (Burt, 1992) as well as on the more specific knowledge management literature (Gupta & Govindarajan, 2000); these items assessed an organization's overall ability to share and leverage knowledge among and between networks of…”
Knowledge Beyond the Individual? Making Sense of a Notion of Collective Knowledge in Organization Theory (2012, background): “…clear in recent research in related fields such as organizational cognition and policy making (e.g., Cabrera & Cabrera, 2002; Foss, 2007; Gupta & Govindarajan, 2000; Kaplan, 2008, 2011; Orlikowski, 2000), managers must go beyond merely shaping the technical and organizational landscape…”
An Empirical Examination of the Influence of Organizational Culture on Knowledge Management Practices (2005, background): “While contemporary literature provides numerous examples of knowledge management (KM) success stories [23, 31, 54], firms seeking to engage in such efforts also face a variety of challenges [19].”
Knowledge Management Enablers, Processes, and Organizational Performance: An Integrative View and Empirical Examination (2003, background): “For example, Nucor [39], which has been the most innovative steel company in the United States, built a knowledge creation foundation by investing in continuous and multifunctional training programs.”
Knowledge sharing practices as a facilitating factor for improving organizational performance through human capital: A preliminary test (2008, background): “…development programs (Becker, 1976; Liebowitz, 1999), (4) IT systems (Alavi & Leidner, 2001), (5) knowledge-sharing mechanisms (Calantone et al., 2002; Liebowitz, 1999), and (6) incentive systems to encourage knowledge sharing (Delaney & Huselid, 1996; Gupta & Govindarajan, 2000; Liebowitz, 1999).”
Determinants Of Knowledge Sharing Behaviors: Developing And Testing An Integrated Theoretical Model (2006, background): “Similarly, Gupta and Govindarajan (2000), equating knowledge sharing to knowledge flows theorize that knowledge flows comprise of five elements: value of the source knowledge, willingness of the source to share knowledge, media richness of the communication channel, willingness of the recipient to…”
Social capital, knowledge sharing and organizational performance: what structural relationship do they have in hotels? (2013, background): “For example, the Marriott International Hotel chain (Gupta and Govindarajan, 2000) and the Ritz-Carlton Hotel chain (Sveiby, 2000), has benefited from implementing knowledge management practices.”