The Influence of Competitive Intensity and Market Dynamism on Knowledge Management Capabilities of Multinational Corporation Subsidiaries
By Anna Shaojie Cui, David A. Griffith, Tamer Cavusgil. 2005
272 citations recorded by the source corpus.
Subfields: Strategy and Management
View Paper: https://www.semanticscholar.org/paper/e9ebed5ec354ffda79baae7c1058ea89eea88e8b
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In Strategy and Management
Citations in the corpus
- Exploring knowledge management to organizational performance outcomes in a transitional economy (2009, background): “Knowledge management consists of four interrelated processes: knowledge acquisition, knowledge transfer, knowledge integration, and knowledge conversion (Cui et al., 2005; Gold et al., 2001; Simonin, 1999).”
- The Relation among Organizational Culture, Knowledge Management, and Innovation Capability: Its Implication for Open Innovation (2021, background): “As mentioned by [43] knowledge management strategies consist of three interrelated processes: knowledge acquisition, knowledge conversion and knowledge application.”
- Internationalization Knowledge: What, Why, Where, and When? (2013, background): “Internationalization knowledge only becomes valuable when firms translate the learning they gain from their environment into responses to emerging international opportunities (Cui, Griffith, and Cavusgil 2005).”
- System perspective of knowledge management, organizational learning, and organizational innovation (2010, background): “The results provide a basis for understanding the competitive predisposition of a firm as it enters a program of KM. Cui, Griffith, and Cavusgil (2005) also mentioned that KM capabilities consist of three interrelated processes: knowledge acquisition, knowledge conversion, and knowledge application…”