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Process-oriented knowledge management: a case study
8 references·4 citing·40 second hop
Process-oriented knowledge management: a case study (2003)Process-oriented knowledge management: a …Working knowledge: how organizations manage what they know (1998)Working knowledge: how organi…SUCCESSFUL KNOWLEDGE MANAGEMENT PROJECTS (1998)SUCCESSFUL KNOWLEDGE MANAGEME…If Only We Knew What We Know: Identification and Transfer of Internal Best Practices (1998)If Only We Knew What We Know:…Learning from action: An analysis of the center for army lessons learned (CALL) (1997)Learning from action: An anal…Actualizing Organizational Memory with Information Systems (1995)Actualizing Organizational Me…Groupware and social dynamics (1994)Groupware and social dynamicsA Dynamic Theory of Organizational Knowledge Creation (1994)A Dynamic Theory of Organizat…Organizational Learning and Communities-of-Practice: Toward a Unified View of Working, Learning, and Innovation (1991)Organizational Learning and C…The Knowledge Intervention Integration Process (2012)The Knowledge Intervention In…Lessons from the business sector for successful knowledge management in health care: A systematic review (2011)Lessons from the business sec…Critical success factors in implementing process-oriented knowledge management systems (PKMS) in the public sector in Korea (2011)Critical success factors in i…KnowledgeScope: managing knowledge in context (2003)KnowledgeScope: managing know…Absorptive Capacity: A New Perspective on Learning and Innovation (1990)Communities of practice learning, meaning, and identity (1999)The Role of Knowledge Repositories in Technical Support Environments: Speed Versus Learning in User Performance (2005)An integration architecture for knowledge management systems and business process management systems (2006)Knowledge management system adoption: exploring the effects of empowering leadership, task-technology fit and compatibility (2010)An Evolutionary Theory of Economic Change. (1983)Exploration and Exploitation in Organizational Learning (1991)Organizational Learning: A Theory of Action Perspective (1997)Review : Knowledge Management and Knowledge Management Systems: Conceptual Foundations And Research Issues1,2 (2001)Knowledge Management Enablers, Processes, and Organizational Performance: An Integrative View and Empirical Examination (2003)How To Do Things With Words (1975)Exploring internal stickiness: Impediments to the transfer of best practice within the firm (1996)Toward a knowledge‐based theory of the firm (1996)The Knowledge-Creating Company (1998)Metaphors We Live By (2003)The Tacit Dimension (1997)Knowledge Management (2005)Knowledge Management (2005)Knowledge management practices in healthcare settings: a systematic review (2015)The influences of knowledge loss and knowledge retention mechanisms on the absorptive capacity and performance of a MIS department (2016)Factors influencing the success of knowledge management process in health care organisations: a literature review (2019)Outline of a Theory of Practice. (1980)Organizational culture and leadership (1993)Situated Learning: Legitimate Peripheral Participation. (1994)Why Should I Share? Examining Social Capital and Knowledge Contribution in Electronic Networks of Practice1 (2005)Technological Pedagogical Content Knowledge: A Framework for Teacher Knowledge (2006)A Garbage Can Model of Organizational Choice (1972)Computer-based systems for cooperative work and group decision making (1988)Steps Toward an Ecology of Infrastructure: Design and Access for Large Information Spaces (1996)Classroom 2000: An experiment with the instrumentation of a living educational environment (1999)Technology Adaptation: The Case of a Computer-Supported Inter-Organizational Virtual Team1 (2000)Knowledge-Sharing Dilemmas (2002)Knowledge Sharing in Organizations: A Conceptual Framework (2003)Contributing Knowledge to Electronic Knowledge Repositories: An Empirical Investigation1 (2005)Knowledge sharing in context: the influence of organizational commitment, communication climate and CMC use on knowledge sharing (2004)Three‐dozen knowledge‐sharing barriers managers must consider (2005)Lessons We Don't Learn: A Study of the Lessons of Disasters, Why We Repeat Them, and How We Can Learn Them (2006)Learning under conditions of hierarchy and discipline: the case of the German Army, 1939–1940 (2008)Neoliberalism, higher education and the knowledge economy: from the free market to knowledge capitalism (2005)Knowledge sharing: A review and directions for future research (2009)
this work references cited by second hop

References

  • 1994A Dynamic Theory of Organizational Knowledge Creation17,898 cited
  • 1998Working knowledge: how organizations manage what they know10,839 cited
  • 1991Organizational Learning and Communities-of-Practice: Toward a Unified View of Working, Learning, and Innovation8,397 cited
  • 1998SUCCESSFUL KNOWLEDGE MANAGEMENT PROJECTS2,844 cited
  • 1998If Only We Knew What We Know: Identification and Transfer of Internal Best Practices1,548 cited
  • 1994Groupware and social dynamics1,228 cited
  • 1995Actualizing Organizational Memory with Information Systems842 cited
  • 1997Learning from action: An analysis of the center for army lessons learned (CALL)49 cited

Cited by

  • 2003KnowledgeScope: managing knowledge in context179 cited
  • 2011Lessons from the business sector for successful knowledge management in health care: A systematic review135 cited
  • 2012The Knowledge Intervention Integration Process7 cited
  • 2011Critical success factors in implementing process-oriented knowledge management systems (PKMS) in the public sector in Korea6 cited

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