Knowledge management initiatives: learning from failure

By John Storey, Elizabeth Barnett. Journal of Knowledge Management, 2000

500 citations recorded by the source corpus.

Subfields: Communication, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/ee9141b9ff28ebad300839190b580da405d870cb

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Citations in the corpus

Critical success factors for implementing knowledge management in small and medium enterprises (2005, background): “Storey and Barnett (2000) added that support from top management should be ongoing and be delivered in a practical manner.”
Predictors of organizational commitment in India: strategic HR roles, organizational learning capability and psychological empowerment (2007, background): “While there have been tentative suggestions that organizational commitment may importantly influence the willingness of workers to share their knowledge (Storey and Barnett, 2000; Scarbrough and Carter, 2000), little work has been done on this area.”
Knowledge management and measurement: a critical review (2013, background): “In the same time, IT systems that focused only on knowledge that could be codified (i.e. EK), ignored people’s valuable TK resources (Storey and Barnett, 2000).”
Mission impossible? Communicating and sharing knowledge via information technology (2002, background): “An information systems/information technology perspective that focused primarily on technological issues dominated much of the early literature and suggested that information technology could play a central role in the management of an organization’s knowledge (Scarbrough et al., 1999; Storey and Ba”
Knowledge management enablers: a case study (2006, background): “Storey and Barnett (2000) added that support from top management should be ongoing and be delivered in a practical manner.”
The influence of human resource management on knowledge sharing and innovation in Spain: the mediating role of affective commitment (2011, background): “Individual knowledge is a valuable resource that may confer status and power on the person who possesses it; hence, sharing this knowledge is often perceived by the individual as a loss of influence within the organization (Storey and Barnett 2000 ; Hislop 2003 ; Willem and Scarbrough 2006 ).”
Knowledge Sharing: Influences of Trust, Commitment and Cost (2012, background): “Much criticism has also been leveled on the lack of a detailed understanding of the people-factors involved in, or relational aspects underlying the basic process of knowledge sharing (Storey and Barnett, 2000; Wong, 2005).”