Three-dozen knowledge-sharing barriers managers must consider

By Andreas Riege. Journal of Knowledge Management, 2005

1,608 citations recorded by the source corpus.

Subfields: Communication, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/e5f35cd9dca9d585ae0f261ac0b0985e62c67387

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Citations in the corpus

The importance of pro-social behaviour for the breadth and depth of knowledge transfer activities: an analysis of Italian academic scientists (2017, background): “As highly hierarchical organisation structures inhibit or slow own most sharing practices, KT for learning purposes can be everely hampered (Riege, 2005).”
Knowledge Sharing: Influences of Trust, Commitment and Cost (2012, methodology): “…status and rewards), potential abuse of knowledge by recipient (e.g. incompetence in applying knowledge), and opportunity cost (e.g. time and effort) (Chua and Lam, 2005; Riege, 2005; Zhou and Chen, 2011), and giving away power that cannot be taken back or controlled (Dewitte and de Cremer, 2001).”
Knowledge Transfer, Knowledge Sharing and Knowledge Barriers - Three Blurry Terms in KM (2011, background): “…a success need to pay attention to a potentially more than three dozen human, organizational and technological obstacles to transferring knowledge (Riege, 2005)” (Riege, 2007: 50). www.ejkm.com 83 ISSN 1479-4411 A third clear example of the blurriness is taken from The Encyclopedia of Knowledge…”
A model of knowledge‐sharing motivation (2009, neutral): “Numerous writings have argued that trust is an essential ingredient for knowledge sharing (Cabrera & Cabrera, 2005; Kelloway & Barling, 2000; Riege, 2005).”
The influence of expatriate cultural intelligence on organizational embeddedness and knowledge sharing: The moderating effects of host country context (2020, background): “Finally, rank (0 = none/low managerial rank, 1 = upper middle/top level managerial rank) was included as a control to factor in differences in knowledge sharing behaviors across managerial levels (Riege, 2005).”
Knowledge sharing behaviour and its predictors (2010, background): “Hence, if managers and practitioners tend to involve their organisational members in knowledge sharing activities, they should investigate “individual barriers” (Riege, 2005) and try to remove them.”
Can altruistic leadership prevent knowledge-hiding behaviour? Testing dual mediation mechanisms (2020, background): “Knowledge exchange behaviour, such as knowledge sharing (KS) is a key component in the knowledge management (KM) system and one of the popular topics in the KM field because it is considered an organisational members’ productive knowledge behaviour (Riege, 2005).”
Knowledge sharing amongst academics in UK universities (2013, background): “Tippins (2003) points out that the functional organisational structure of higher education institutions could be a significant barrier to knowledge sharing, as could physical and psychological barriers.”
Motivating Organizations to Learn (2015, background): “Members of these groups are therefore more likely to uphold secrecy to avoid any negative perceptions that may arise from debates over ideas (Riege, 2005).”