Knowledge management, HRM and the innovation process

By Harry Scarbrough. 2003

502 citations recorded by the source corpus.

Subfields: Communication, Management of Technology and Innovation, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/f7d0bde933e017b4cd72e32818c852df53eb6b89

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In Communication

In Management of Technology and Innovation

In Strategy and Management

Citations in the corpus

The use of tacit knowledge within innovative companies: knowledge management in innovative enterprises (2008, background): “This involves recognizing networks of relationships, highlighted by Scarbrough (2003) as a critical resource for the combination and exchange of knowledge required to promote innovation and create intellectual capital (Nahapiet and Ghoshal, 1998).”
Does intellectual capital matter? High-performance work systems and bilateral innovative capabilities (2013, background): “Some studies suggest that the adoption of a knowledge-based view contributes to the understanding of the processes through which human resource management systems influence innovative capabilities (Scarbrough, 2003).”
Measuring innovation capability in exporting firms: the INNOVSCALE (2015, unknown): “new market opportunities (Scarbrough, 2003).”
Intellectual capital, knowledge management practices and firm performance (2017, background): “These sort of abilities are likely to have a positive effect on performance in knowledgeintensive tasks (Chen and Huang, 2009; Currie and Kerrin, 2003; Scarbrough, 2003).”
Strategic human resource practices and innovation performance: the mediating role of knowledge management capacity (2009, background): “Accordingly, strategic HR practices can be conducive to innovative activities because strategic HR practices may allow firms to discover and utilize knowledge and expertise in the organization (Scarbrough, 2003).”
Knowledge-based human resource management practices, intellectual capital and innovation (2017, background): “status and recognition) to motivate employees to share, create and apply knowledge (Andreeva & Kianto, 2012; Scarbrough, 2003).”
Review of empirical research on knowledge management practices and firm performance (2016, background): “Especially, the results of this study extend the discussion on utilization of human resource management to KM (e.g. Hislop, 2003; Scarbrough, 2003; Wong, 2005), KM leadership (e.”
Knowledge sharing and firm innovation capability: an empirical study (2007, background): “A number of studies have demonstrated that knowledge sharing is essential because it enables organizations to enhance innovation performance and reduce redundant learning efforts (Calantone et al., 2002; Scarbrough, 2003).”
The impact of knowledge management on innovation and entrepreneurship in the biotechnology and telecommunications industries (2009, background): “literature review (Randeree 2006; Scarbrough 2003; Rastogi 2000; Davenport and Prusak 2000; Nonaka and Takeuchi 1995 ;N onaka1994), we can conclude the existence of six basic KM principles in the organizations that focus on KM: (1) orientation towards the development, transfer and protection of kn”
The role of knowledge management in innovation (2007, background): “Collaboration, both internal and external to the organization, plays an especially significant role in transfer of tacit knowledge and building collective know-how (Cavusgil et al., 2003; Pyka, 2002; Rodan, 2002; Scarbrough, 2003).”
External Partnerships in Employee Education and Development as the Key to Facing Industry 4.0 Challenges (2019, background): “A number of studies have shown that knowledge sharing is crucial to the development of human resources and organizations as a whole, as it enables organizations to improve their innovative performance and reduce over-effort in learning [53,59,60].”