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Knowledge Management Models And Their Utility To The Effective Management And Integration Of Indigenous Knowledge With Other Knowledge Systems
16 references·2 citing·33 second hop
Knowledge Management Models And Their Utility To The Effective Management And Integration Of Indigenous Knowledge With Other Knowledge Systems (2008)Knowledge Management Models And Their Uti…8 Decolonizing Methodologies: Research and Indigenous Peoples (2024)8 Decolonizing Methodologies:…World Intellectual Property Organization (Wipo): Resurgence and the Development Agenda (2007)World Intellectual Property O…Knowledge Management (2005)Knowledge ManagementSECI, Ba and Leadership: a Unified Model of Dynamic Knowledge Creation (2000)SECI, Ba and Leadership: a Un…Managing Knowledge: Building Blocks for Success (1999)Managing Knowledge: Building …Creating the knowledge-based business (1999)Creating the knowledge-based …A critical review of knowledge management models (1999)A critical review of knowledg…The Knowledge-Creating Company (1998)The Knowledge-Creating CompanyThe Concept of “Ba”: Building a Foundation for Knowledge Creation (1998)The Concept of “Ba”: Building…Knowledge Management Processes and International Joint Ventures (1998)Knowledge Management Processe…Understanding knowledge management (1997)Understanding knowledge manag…The Tacit Dimension (1997)The Tacit DimensionThe Knowledge-creating company: How Japanese companies create the dynamics of innovation (1997)The Knowledge-creating compan…Knowledge management: A strategic agenda (1997)Knowledge management: A strat…Battlefields of knowledge : the interlocking of theory and practice in social research and development (1992)Battlefields of knowledge : t…Management Information Systems, Managing Digital Firm, (1988)Management Information System…Utilising knowledge management methods to manage beads-making indigenous knowledge among the Krobo communities in Ghana (2019)Utilising knowledge managemen…Indigenous Knowledge Management Practices in Indigenous Organizations in South Africa and Tanzania (2019)Indigenous Knowledge Manageme…“Sticky Information” and the Locus of Problem Solving: Implications for Innovation (1994)Knowledge Management: An Organizational Capabilities Perspective (2001)Review : Knowledge Management and Knowledge Management Systems: Conceptual Foundations And Research Issues1,2 (2001)Absorptive Capacity: A Review, Reconceptualization, and Extension (2002)A Dynamic Theory of Organizational Knowledge Creation (1994)Situated Learning: Legitimate Peripheral Participation. (1994)Motivation, Knowledge Transfer, and Organizational Forms (2000)Behavioral Intention Formation in Knowledge Sharing: Examining the Roles of Extrinsic Motivators, Social-Psychological Forces, and Organizational Climate1 (2005)Perspective—Tacit Knowledge and Knowledge Conversion: Controversy and Advancement in Organizational Knowledge Creation Theory (2009)Firm Resources and Sustained Competitive Advantage (1991)Firm resources and sustained competitive advantage (2004)Knowledge bases and regional innovation systems: Comparing Nordic clusters (2005)Knowledge sharing behavior in virtual communities: The relationship between trust, self-efficacy, and outcome expectations (2006)The Discovery of Grounded Theory; Strategies for Qualitative Research (1968)The Discovery of Grounded Theory: Strategies for Qualitative Research. (1968)Case Study Research: Design and Methods (1991)Grounded Theory in Management Research (2003)Managing tacit and explicit knowledge transfer in IJVs: the role of relational embeddedness and the impact on performance (2004)Toward a knowledge‐based theory of the firm (1996)Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance (2007)Evolving to a New Dominant Logic for Marketing (2003)Information Technology and Organizational Learning: An Investigation of Exploration and Exploitation Processes (2007)Linking Customer Interaction and Innovation: The Mediating Role of New Organizational Practices (2010)Born digitals: Thoughts on their internationalization and a research agenda (2019)Epistemic Disobedience, Independent Thought and Decolonial Freedom (2009)Suspending Damage: A Letter to Communities (2009)Conceptual and design thinking for thematic analysis. (2021)An empirical investigation of the process of knowledge transfer in international strategic alliances (2004)Three‐dozen knowledge‐sharing barriers managers must consider (2005)Knowledge sharing, innovation and firm performance (2012)New Ecology and the Social Sciences: What Prospects for a Fruitful Engagement? (1999)Paradoxes of participation: questioning participatory approaches to development (1999)Is Good Policy Unimplementable? Reflections on the Ethnography of Aid Policy and Practice (2004)
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References

  • 1998The Knowledge-Creating Company14,621 cited
  • 1997The Knowledge-creating company: How Japanese companies create the dynamics of innovation13,156 cited
  • 1997The Tacit Dimension12,409 cited
  • 20248 Decolonizing Methodologies: Research and Indigenous Peoples9,811 cited
  • 1998The Concept of “Ba”: Building a Foundation for Knowledge Creation4,560 cited
  • 2000SECI, Ba and Leadership: a Unified Model of Dynamic Knowledge Creation4,132 cited
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  • 1988Management Information Systems, Managing Digital Firm,1,415 cited
  • 1998Knowledge Management Processes and International Joint Ventures992 cited
  • 1992Battlefields of knowledge : the interlocking of theory and practice in social research and development861 cited
  • 1999Managing Knowledge: Building Blocks for Success688 cited
  • 1997Knowledge management: A strategic agenda612 cited
  • 1997Understanding knowledge management612 cited
  • 1999A critical review of knowledge management models382 cited
  • 1999Creating the knowledge-based business201 cited
  • 2007World Intellectual Property Organization (Wipo): Resurgence and the Development Agenda

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200 cited

Cited by

  • 2019Utilising knowledge management methods to manage beads-making indigenous knowledge among the Krobo communities in Ghana17 cited
  • 2019Indigenous Knowledge Management Practices in Indigenous Organizations in South Africa and Tanzania13 cited