SZodixStudyAcademic Library
ShelvesOpen access
Study · an open academic library·Metadata from OpenAlex (CC0)·Shelves·OpenAlex metadata, de-duplicated
Knowledge Management in Practice: An Exploratory Case Study
16 references·16 citing·22 second hopsampled
Knowledge Management in Practice: An Exploratory Case Study (1999)Knowledge Management in Practice: An Expl…The Knowledge-Creating Company (1998)The Knowledge-Creating CompanyThe Tacit Dimension (1997)The Tacit DimensionToward a knowledge‐based theory of the firm (1996)Toward a knowledge‐based theo…The Knowledge-Creating Company (1995)The Knowledge-Creating CompanyBasics of Qualitative Research: Grounded Theory Procedures and Techniques (1993)Basics of Qualitative Researc…Knowledge of the Firm, Combinative Capabilities, and the Replication of Technology (1992)Knowledge of the Firm, Combin…Basics of Qualitative Research (1992)Basics of Qualitative ResearchThe Resource-Based Theory of Competitive Advantage: Implications for Strategy Formulation (1991)The Resource-Based Theory of …Organizational Learning: The Contributing Processes and the Literatures (1991)Organizational Learning: The …Organizational Learning and Communities-of-Practice: Toward a Unified View of Working, Learning, and Innovation (1991)Organizational Learning and C…Case Study Research: Design and Methods (1991)Case Study Research: Design a…Longitudinal Field Research on Change: Theory and Practice (1990)Longitudinal Field Research o…MAKING FAST STRATEGIC DECISIONS IN HIGH-VELOCITY ENVIRONMENTS. (1989)MAKING FAST STRATEGIC DECISIO…Qualitative Data Analysis: A Sourcebook of New Methods (1986)Qualitative Data Analysis: A …Case Study Research: Design and Methods (1984)Case Study Research: Design a…The social psychology of organizing (1969)The social psychology of orga…The relationship between knowledge management and leadership: mapping the field and providing future research avenues (2020)The relationship between know…The interplay of leadership, absorptive capacity, and organizational learning culture in open innovation: Testing a moderated mediation model (2018)The interplay of leadership, …Knowledge Management as an important tool in Organisational Management: A Review of Literature (2015)Knowledge Management as an im…Organizational factors to support knowledge management and innovation (2011)Organizational factors to sup…Leadership in Organizational Knowledge Creation: A Review and Framework (2010)Leadership in Organizational …Examining the Strategic Alignment and Implementation Success of a KMS: A Subculture-Based Multilevel Analysis (2009)Examining the Strategic Align…Role of leadership in knowledge management: a study (2008)Role of leadership in knowled…Dynamic Capabilities and Knowledge Management: an Integrative Role for Learning? * (2007)Dynamic Capabilities and Know…Knowledge transfer within information systems development teams: Examining the role of knowledge source attributes (2006)Knowledge transfer within inf…The paradox of using tacit and explicit knowledge (2005)The paradox of using tacit an…Knowledge management and business intelligence: the importance of integration (2005)Knowledge management and busi…Information technology as a facilitator for enhancing dynamic capabilities through knowledge management (2003)Information technology as a f…Mission Impossible? Communicating and Sharing Knowledge via Information Technology (2002)Mission Impossible? Communica…Knowledge Management: Philosophy, Processes, and Pitfalls (2002)Knowledge Management: Philoso…A CLEVER approach to selecting a knowledge management strategy (2002)A CLEVER approach to selectin…From tacit knowledge to knowledge management: leveraging invisible assets (2001)From tacit knowledge to knowl…The Nature of the Firm (1937)Theory of the firm: Managerial behavior, agency costs and ownership structure (1976)Absorptive Capacity: A New Perspective on Learning and Innovation (1990)Social Capital, Intellectual Capital, and the Organizational Advantage (1998)Dynamic capabilities: what are they? (2000)Absorptive Capacity: A Review, Reconceptualization, and Extension (2002)A Dynamic Theory of Organizational Knowledge Creation (1994)Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance (2007)Exploration and Exploitation in Organizational Learning (1991)Managing Legitimacy: Strategic and Institutional Approaches (1995)Mixed Methods Research: A Research Paradigm Whose Time Has Come (2004)Qualitative research: Methods in the social sciences (2006)Document Analysis as a Qualitative Research Method (2009)Evolving to a New Dominant Logic for Marketing (2003)Theory Building From Cases: Opportunities And Challenges (2007)Qualitative Case Study Methodology: Study Design and Implementation for Novice Researchers (2015)Narrative configuration in qualitative analysis (1995)Critical Race Methodology: Counter-Storytelling as an Analytical Framework for Education Research (2002)Understanding Reliability and Validity in Qualitative Research (2015)Strategies for Theorizing from Process Data (1999)A General Inductive Approach for Analyzing Qualitative Evaluation Data (2006)Theory Construction in Qualitative Research (2012)
this work references cited by second hop· second hop is a sample of the most-cited connections

References

  • 1984Case Study Research: Design and Methods81,948 cited
  • 1991Case Study Research: Design and Methods39,535 cited
  • 1995The Knowledge-Creating Company17,992 cited
  • 1992Basics of Qualitative Research17,850 cited
  • 1993Basics of Qualitative Research: Grounded Theory Procedures and Techniques17,576 cited
  • 1996Toward a knowledge‐based theory of the firm16,143 cited
  • 1998The Knowledge-Creating Company14,621 cited
  • 1992Knowledge of the Firm, Combinative Capabilities, and the Replication of Technology12,936 cited
  • 1997The Tacit Dimension12,409 cited
  • 1969The social psychology of organizing10,732 cited
  • 1986Qualitative Data Analysis: A Sourcebook of New Methods10,315 cited
  • 1991The Resource-Based Theory of Competitive Advantage: Implications for Strategy Formulation9,697 cited
  • 1991Organizational Learning and Communities-of-Practice: Toward a Unified View of Working, Learning, and Innovation8,397 cited
  • 1991Organizational Learning: The Contributing Processes and the Literatures8,066 cited
  • 1990Longitudinal Field Research on Change: Theory and Practice4,219 cited
  • 1989

Only edges whose both ends are imported exist here. Widen the year window, or show the whole map. Back to the work

MAKING FAST STRATEGIC DECISIONS IN HIGH-VELOCITY ENVIRONMENTS.
3,816 cited

Cited by

  • 2003Information technology as a facilitator for enhancing dynamic capabilities through knowledge management651 cited
  • 2007Dynamic Capabilities and Knowledge Management: an Integrative Role for Learning? *625 cited
  • 2010Leadership in Organizational Knowledge Creation: A Review and Framework525 cited
  • 2011Organizational factors to support knowledge management and innovation369 cited
  • 2008Role of leadership in knowledge management: a study330 cited
  • 2018The interplay of leadership, absorptive capacity, and organizational learning culture in open innovation: Testing a moderated mediation model309 cited
  • 2015Knowledge Management as an important tool in Organisational Management: A Review of Literature276 cited
  • 2002Mission Impossible? Communicating and Sharing Knowledge via Information Technology273 cited
  • 2002Knowledge Management: Philosophy, Processes, and Pitfalls246 cited
  • 2006Knowledge transfer within information systems development teams: Examining the role of knowledge source attributes244 cited
  • 2005The paradox of using tacit and explicit knowledge220 cited
  • 2005Knowledge management and business intelligence: the importance of integration207 cited
  • 2002A CLEVER approach to selecting a knowledge management strategy200 cited
  • 2001From tacit knowledge to knowledge management: leveraging invisible assets198 cited
  • 2020The relationship between knowledge management and leadership: mapping the field and providing future research avenues189 cited
  • 2009Examining the Strategic Alignment and Implementation Success of a KMS: A Subculture-Based Multilevel Analysis184 cited