Journal of Knowledge Management: Volume 14 Issue 3

Enabling role of governance in strategizing and implementing KM

Ganesan Kannabiran, Chandrasekar Pandyan

KM governance plays a vital role in KM strategy planning and its implementation. Despite the importance of KM governance, empirical research in this area so far has been limited…

Knowledge‐based inter‐organizational collaborations

Livio Cricelli, Michele Grimaldi

The evolution of organization, management and production processes is moving towards complexity. The ever growing competition presses firms to give intangible internal and…

Technological knowledge breadth and depth: performance impacts

Subba Moorthy, Douglas E. Polley

The purpose of this paper is to explore how the depth and breadth of firms' technological knowledge affect their performance.

Goal orientations and the motivation to share knowledge

Michele Swift, David B. Balkin, Sharon F. Matusik

The purpose of this paper is to develop a model that takes into account both personal and contextual factors in explaining individuals' motivation to share their knowledge.

Are full and partial knowledge sharing the same?

Dianne P. Ford, Sandy Staples

This paper to examine full knowledge sharing (KS) and partial KS in order to test the proposition that they are separate behaviors with different characteristics, risks, and…

Relevant factors for tacit knowledge transfer within organisations

Luiz Antonio Joia, Bernardo Lemos

This paper aims to identify the pertinent factors for tacit knowledge transfer within a major state‐owned Brazilian oil company – Petrobras.

Knowledge transfer to partners: a firm level perspective

Thomas Hutzschenreuter, Julian Horstkotte

Firms at the center of an organizational network may benefit from educating and building up competencies of their partners. For that reason, centers often seek to transfer…

Effects of social tie content on knowledge transfer

Shihao Zhou, Felix Siu, Minhong Wang

The aim of this study is to explore the role of social tie content in the interpersonal knowledge transfer process and to test the effects of different social ties, i.e…

Knowledge risk management: a framework

Peter Massingham

There has been increased interest in application of knowledge management (KM) in managerial issues as a way of demonstrating the field's value. There has also been an increasing…

Managing talent in knowledge‐intensive settings

Eoin Whelan, David G. Collings, Brian Donnellan

This paper seeks to explore the processes and channels through which valuable knowledge from outside the firm reaches those employees who can exploit that knowledge for innovative…