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Spanning boundaries in pursuit of effective knowledge sharing within networks in the NHS
16 references·13 citing·37 second hop
Spanning boundaries in pursuit of effective knowledge sharing within networks in the NHS (2007)Spanning boundaries in pursuit of effecti…Why Information Technology Inspired but Cannot Deliver Knowledge Management (2009)Why Information Technology In…Building theories from case study research (2009)Building theories from case s…The Impact of Institutional Forces Upon Knowledge Sharing in the UK NHS: The Triumph of Professional Power and the Inconsistency of Policy (2006)The Impact of Institutional F…The Limits of a Technological Fix to Knowledge Management (2004)The Limits of a Technological…Case Study Research (2004)Case Study ResearchRe-Embedding Situatedness: The Importance of Power Relations in Learning Theory (2003)Re-Embedding Situatedness: Th…Human resource management and knowledge management: enhancing knowledge sharing in a pharmaceutical company (2003)Human resource management and…Changing Public Service Organizations: Current Perspectives and Future Prospects (2003)Changing Public Service Organ…Modernizing Governance: New Labour, Policy and Society (2001)Modernizing Governance: New L…Modernising Governance: New Labour, Policy and Society (2001)Modernising Governance: New L…Regulation of Government: Has it Increased, is it Increasing, Should it be Diminished? (2000)Regulation of Government: Has…Managing Knowledge: Critical Investigations of Work and Learning (2000)Managing Knowledge: Critical …Why Information Technology Inspired but Cannot Deliver Knowledge Management (1999)Why Information Technology In…Managing Knowledge (1998)Managing KnowledgeJust Managing (1992)Just ManagingBetter Stories and Better Constructs: The Case for Rigor and Comparative Logic (1991)Better Stories and Better Con…Trust and knowledge sharing among hospitals during COVID-19: the compound effect of four barriers to organisational trust for knowledge sharing (2022)Trust and knowledge sharing a…On Staging Work: How Research Funding Bodies Create Adaptive Coherence in Times of Projectification (2021)On Staging Work: How Research…Knowledge translation in tri-sectoral collaborations: An exploration of perceptions of academia, industry and healthcare collaborations in innovation adoption (2017)Knowledge translation in tri-…Knowledge Management Enablers and Process in Hospital Organizations (2017)Knowledge Management Enablers…Coordination between primary and secondary care: the role of electronic messages and economic incentives (2017)Coordination between primary …Public service mutuals: towards a theoretical understanding of the spin-out process (2016)Public service mutuals: towar…Encouraging knowledge sharing behavior through team innovation climate, altruistic intention and organizational culture (2016)Encouraging knowledge sharing…Professional diversity, identity salience and team innovation: The moderating role of openmindedness norms (2015)Professional diversity, ident…Empowered to Perform: A Multilevel Investigation of the Influence of Empowerment on Performance in Hospital Units (2015)Empowered to Perform: A Multi…The hierarchization of competing logics in psychiatric care in Sweden (2014)The hierarchization of compet…Physicians’ willingness to share: a TPB-based analysis (2013)Physicians’ willingness to sh…Team innovation climate and knowledge sharing among healthcare managers : mediating effects of altruistic intentions (2012)Team innovation climate and k…Research Utilisation & Knowledge Mobilisation: A Scoping Review of the Literature (2010)Research Utilisation & Knowle…Joined-up Government: A Survey (2003)The steering of higher education systems: a public management perspective (2008)Organizational learning and knowledge in public service organizations: A systematic review of the literature (2009)Justice and the Politics of Difference (2012)Organization and environment (1967)Human Inference: Strategies and Shortcomings of Social Judgment. (1981)Human Inference: Strategies and Shortcomings of Social Judgment. (1983)Case study research: a multi‐faceted research approach for IS (1996)Building Better Theory by Bridging the Quantitative–Qualitative Divide* (2006)What is the Eisenhardt Method, really? (2021)ORGANIZATIONS AS RHETORIC: KNOWLEDGE‐INTENSIVE FIRMS AND THE STRUGGLE WITH AMBIGUITY (1993)“It is what one does”: why people participate and help others in electronic communities of practice (2000)Knowledge Sharing in Organizations: A Conceptual Framework (2003)Contributing Knowledge to Electronic Knowledge Repositories: An Empirical Investigation1 (2005)Case Study Research: Design and Methods (1984)Situated Learning (1991)Situated Learning: Legitimate Peripheral Participation. (1994)Exploring the effects of trust, task interdependence and virtualness on knowledge sharing in teams (2008)Leveraging the innovative performance of human capital through HRM and social capital in Spanish firms (2011)Organizational factors to support knowledge management and innovation (2011)Communities of practice learning, meaning, and identity (1999)The Emergence of Boundary Spanning Competence in Practice: Implications for Implementation and Use of Information Systems1 (2005)Perspective—Tacit Knowledge and Knowledge Conversion: Controversy and Advancement in Organizational Knowledge Creation Theory (2009)Communities of Practice and Social Learning Systems: the Career of a Concept (2010)A framework of sustainable supply chain management: moving toward new theory (2008)Improving Impact Studies of Teachers’ Professional Development: Toward Better Conceptualizations and Measures (2009)Case study research: design and methods (2011)Theory Building From Cases: Opportunities And Challenges (2007)The qualitative research interview (2011)Positioning and Presenting Design Science Research for Maximum Impact1 (2013)Centers of excellence in multinational corporations (2002)Collaborative climate and effectiveness of knowledge work – an empirical study (2002)Understanding Variation in Managers' Ambidexterity: Investigating Direct and Interaction Effects of Formal Structural and Personal Coordination Mechanisms (2009)Knowledge, Higher Education, and the New Managerialism (2007)E-leadership (2000)Information technology as a facilitator for enhancing dynamic capabilities through knowledge management (2003)A Knowledge Management Success Model: Theoretical Development and Empirical Validation (2007)
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References

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  • 1999Why Information Technology Inspired but Cannot Deliver Knowledge Management987 cited
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106 cited
  • 2000Managing Knowledge: Critical Investigations of Work and Learning99 cited
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    • 2015Professional diversity, identity salience and team innovation: The moderating role of openmindedness norms141 cited
    • 2015Empowered to Perform: A Multilevel Investigation of the Influence of Empowerment on Performance in Hospital Units82 cited
    • 2014The hierarchization of competing logics in psychiatric care in Sweden63 cited
    • 2010Research Utilisation & Knowledge Mobilisation: A Scoping Review of the Literature38 cited
    • 2016Public service mutuals: towards a theoretical understanding of the spin-out process34 cited
    • 2017Coordination between primary and secondary care: the role of electronic messages and economic incentives30 cited
    • 2016Encouraging knowledge sharing behavior through team innovation climate, altruistic intention and organizational culture27 cited
    • 2017Knowledge Management Enablers and Process in Hospital Organizations27 cited
    • 2017Knowledge translation in tri-sectoral collaborations: An exploration of perceptions of academia, industry and healthcare collaborations in innovation adoption25 cited
    • 2012Team innovation climate and knowledge sharing among healthcare managers : mediating effects of altruistic intentions23 cited
    • 2021On Staging Work: How Research Funding Bodies Create Adaptive Coherence in Times of Projectification17 cited
    • 2013Physicians’ willingness to share: a TPB-based analysis16 cited
    • 2022Trust and knowledge sharing among hospitals during COVID-19: the compound effect of four barriers to organisational trust for knowledge sharing14 cited