Organisational Culture's Influence on Tacit Knowledge Sharing Behaviour

By Visvalingam Suppiah, Manjit Singh Sandhu. Journal of Knowledge Management, 2011

420 citations recorded by the source corpus.

Subfields: Accounting, Artificial Intelligence, Communication

View Paper: https://www.semanticscholar.org/paper/fa2550320d6e51f79e6b5231982ae632b6cc58bb

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In Artificial Intelligence

1. Amr Arisha
2. Mohamed A. F. Ragab

In Communication

1. Yong-fan Li
2. Amr Arisha
3. Chengwei Li
4. Mohamed A. F. Ragab
5. Jinxin Wang
6. Yu Song
7. Henri Inkinen

Citations in the corpus

• Knowledge management and measurement: a critical review (2013, background): “The general observation is that knowledge sharing flourishes in less formalised, more decentralised (Chen and Huang, 2007) ad hoc cultures (Tseng, 2010) that foster trust (Holste and Fields, 2010) and entrepreneurial attitude (Suppiah and Sandhu, 2011).”
• The impact of tacit knowledge management on organizational performance: Evidence from Malaysia (2017, background): “…Resource-Based View theory, mainly by Barney (1991); Drucker (2000, pp. 11e12); Grant (1996) and Penrose (1959), knowledge is recognized as the one and only distinct resource and the key differentiator and crucial for any organization to maintain its’ competitive advantage (Suppiah & Sandhu, 2011).”
• Intellectual Capital, Knowledge Sharing, and Innovation Performance: Evidence from the Chinese Construction Industry (2019, background): “Knowledge management plays a crucial role in improving the performance of enterprises and helping them achieve a competitive edge [50,51].”