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Leading knowledge management strategies in Australia and New Zealand: a comparative study of public and private sector organisations
14 references·0 citing·32 second hop
Leading knowledge management strategies in Australia and New Zealand: a comparative study of public and private sector organisations (2016)Leading knowledge management strategies i…Examining the link between knowledge management practices and types of innovation (2002)Examining the link between kn…The Comparative Performance of Australia as a Knowledge Nation : Report to the Chifley Research Centre (2001)The Comparative Performance o…Common knowledge: how companies thrive by sharing what they know (2001)Common knowledge: how compani…Enabling Knowledge Creation: How to Unlock the Mystery of Tacit Knowledge and Release the Power of Innovation (2000)Enabling Knowledge Creation: …Chief Knowledge Officer: Critical Success Factors for Knowledge Management (2000)Chief Knowledge Officer: Crit…What Is a Chief Knowledge Officer (1999)What Is a Chief Knowledge Off…Managing Knowledge: Building Blocks for Success (1999)Managing Knowledge: Building …Working knowledge: how organizations manage what they know (1998)Working knowledge: how organi…The Knowledge-Creating Company (1998)The Knowledge-Creating CompanyIf Only We Knew What We Know: The Transfer of Internal Knowledge and Best Practice (1998)If Only We Knew What We Know:…Care in Knowledge Creation (1998)Care in Knowledge CreationThe Knowledge Agenda (1997)The Knowledge AgendaIs Your CIO Adding Value (1995)Is Your CIO Adding ValueExecutive or Functional Manager? The Nature of the CIO’s Job1 (1992)Executive or Functional Manag…The Knowledge-Creating Company (1995)Toward a knowledge‐based theory of the firm (1996)Relationships between innovation stimulus, innovation capacity, and innovation performance (2006)Knowledge sharing and firm innovation capability: an empirical study (2007)Evaluating the role of social capital, tacit knowledge sharing, knowledge quality and reciprocity in determining innovation capability of an organization (2019)Organizational Justice: Yesterday, Today, and Tomorrow (1990)Managerial Resources and Rents (1991)Dynamic capabilities and strategic management (1997)“It is what one does”: why people participate and help others in electronic communities of practice (2000)Motivation, Knowledge Transfer, and Organizational Forms (2000)Stickiness and the adaptation of organizational practices in cross-border knowledge transfers (2004)When and How Trustworthiness Matters: Knowledge Transfer and the Moderating Effect of Causal Ambiguity (2004)Implementing New Practices: An Empirical Study of Organizational Learning in Hospital Intensive Care Units (2007)A Dynamic Theory of Organizational Knowledge Creation (1994)Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance (2007)Toward coopetition within a multinational enterprise: a perspective from foreign subsidiaries (2004)Organizational learning and knowledge in public service organizations: A systematic review of the literature (2009)A study of social participation and knowledge sharing in the teachers' online professional community of practice (2013)Knowledge‐enabled customer relationship management: integrating customer relationship management and knowledge management concepts[1] (2003)Understanding Knowledge‑Sharing in Online Communities of Practice (2003)Why communities of practice succeed and why they fail (2008)Neoliberalism, higher education and the knowledge economy: from the free market to knowledge capitalism (2005)Perspective—Tacit Knowledge and Knowledge Conversion: Controversy and Advancement in Organizational Knowledge Creation Theory (2009)Innovation Through Tradition: Lessons From Innovative Family Businesses and Directions for Future Research (2016)Knowledge management for sustainable competitiveness in small and medium surveying practices (2005)Knowledge management practices and innovation performance in Finland (2015)How strategic knowledge management drives intellectual capital to superior innovation and market performance (2018)Change Agentry — the Next IS Frontier* (1996)A new TOPSIS-based multi-criteria approach to personnel selection (2009)Functional Top Management Team Members (2011)Contributing Knowledge to Electronic Knowledge Repositories: An Empirical Investigation1 (2005)Knowledge sharing: A review and directions for future research (2009)
this work references cited by second hop

References

  • 1998The Knowledge-Creating Company14,621 cited
  • 1998Working knowledge: how organizations manage what they know10,801 cited
  • 1998Care in Knowledge Creation1,453 cited
  • 2000Enabling Knowledge Creation: How to Unlock the Mystery of Tacit Knowledge and Release the Power of Innovation1,422 cited
  • 2002Examining the link between knowledge management practices and types of innovation831 cited
  • 2001Common knowledge: how companies thrive by sharing what they know790 cited
  • 1999Managing Knowledge: Building Blocks for Success688 cited
  • 1998If Only We Knew What We Know: The Transfer of Internal Knowledge and Best Practice591 cited
  • 1997The Knowledge Agenda341 cited
  • 1995Is Your CIO Adding Value289 cited
  • 1992Executive or Functional Manager? The Nature of the CIO’s Job1208 cited
  • 1999What Is a Chief Knowledge Officer190 cited
  • 2000Chief Knowledge Officer: Critical Success Factors for Knowledge Management54 cited
  • 2001The Comparative Performance of Australia as a Knowledge Nation : Report to the Chifley Research Centre43 cited

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