Fostering knowledge sharing through people management practices

By Elizabeth Fraser Cabrera, Angel Cabrera. 2005

1,187 citations recorded by the source corpus.

Subfields: Artificial Intelligence, Communication, Information Systems and Management

View Paper: https://www.semanticscholar.org/paper/eec4cfeefc59a6ec9863395ad1af2ee33bc9ed21

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Citations in the corpus

Encouraging knowledge sharing among employees: How job design matters (2009, background): “Other types of external motivational factors include for- mal recognition and feedback, which several scholars consistently argue have a strong positive effect on knowledge sharing (e.g., Cabrera & Cabrera, 2005; O’Dell & Grayson, 1998).”
Examining Structural Relationships between Work Engagement, Organizational Procedural Justice, Knowledge Sharing, and Innovative Work Behavior for Sustainable Organizations (2017, background): “, by increasing firm innovation capabilities and reducing production costs), ultimately leading to the sustainable development of the organization [3,4].”
Do all elements of intellectual capital matter for organizational performance? Evidence from Russian context (2016, background): “These might include having a clear knowledge strategy (e.g. Zack, 1999) and implementing information systems and tools (e.g. Leonardi, 2014), training, rotation, remuneration policies, job design and other HR practices (e.g. Cabrera and Cabrera, 2005; Foss et al., 2009).”
HRM practices and knowledge sharing: an empirical study (2011, background): “staffing, training and development, performance appraisal and compensation ( Cabrera and Cabrera, 2005”
Determinants of individual engagement in knowledge sharing (2006, background): “One of the reasons why knowledge repositories may not necessarily create the sharing dynamics that they intend to produce has to do with the perverse reward contingencies that they set up, according to which people may be better off hoarding, rather than sharing, what they know (Cabrera and Cabrera,”
Self-interest and knowledge-sharing intentions: the impacts of transformational leadership climate and HR practices (2013, background): “Team-based job design helps employees gain a sense of group identity (Paul and Anantharaman 2003 ), gives them the opportunity to work closely with others and encourages knowledge sharing especially when rewards are based on team results (Cabrera and Cabrera 2005 ).”
A model of knowledge‐sharing motivation (2009, neutral): “Although this model only focuses on motivational processes affecting knowledge-sharing behavior, other variables can also influence knowledge sharing, such as the larger organizational culture or the creation of shared mental models (Cabrera & Cabrera, 2005).”
Telework: a challenge to knowledge transfer in organizations (2010, background): “Among the people management practices fostering knowledge sharing identified by Cabrera and Cabrera (2005), work design (e.g., developing interdependency among team members, promoting communities of practice), training and development (e.g., developing communication skills, team-based training and…”
The influence of human resource management on knowledge sharing and innovation in Spain: the mediating role of affective commitment (2011, background): “2000 ; Cabrera and Cabrera 2005 ; Cabrera, Collins and Salgado 2006 ; Collins and Smith 2006 ; Chang, Yeh and Yeh 2007 ).”
Knowledge Management as an important tool in Organisational Management: A Review of Literature (2015, background): “One of the most important issues when working on a KM strategy is to create the right incentives for people to share and apply knowledge (Hansen et al., 1999; Cabrera and Cabrera, 2005; Milne, 2007; Olatokun and Nwafor, 2012).”
The social-psychological approach in understanding knowledge hiding within international R&D teams: An inductive analysis (2019, background): “Scholars have studied extensively on the management strategies in encouraging knowledge sharing behaviors such as providing management support (Cabrera & Cabrera, 2005) and cultivating the culture of knowledge sharing (Serenko & Bontis, 2016).”