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Tacit knowledge management at universities in Kenya
16 references·0 citing·33 second hop
Tacit knowledge management at universities in Kenya (2020)Tacit knowledge management at universitie…Sustainable Development Goals (2016)Sustainable Development GoalsThe effects of individual motivations and social capital on employees’ tacit and explicit knowledge sharing intentions (2012)The effects of individual mot…Communities of Practice and Social Learning Systems: the Career of a Concept (2010)Communities of Practice and S…Basics of qualitative research : techniques and procedures for developing grounded theory (2008)Basics of qualitative researc…Qualitative Research and Evaluation Methods (3rd ed.) (2003)Qualitative Research and Eval…Management information systems: managing the digital firm (2003)Management information system…Cultivating Communities of Practice: A Guide to Managing Knowledge (2002)Cultivating Communities of Pr…Cultivating Communities of Practice: A Guide to Managing Knowledge (2002)Cultivating Communities of Pr…The role of tacit and explicit knowledge in the workplace (2001)The role of tacit and explici…SECI, Ba and Leadership: a Unified Model of Dynamic Knowledge Creation (2000)SECI, Ba and Leadership: a Un…Communities of Practice (1998)Communities of PracticeThe Knowledge-Creating Company (1995)The Knowledge-Creating CompanyLectures on Conversation (1995)Lectures on ConversationA Dynamic Theory of Organizational Knowledge Creation (1994)A Dynamic Theory of Organizat…Management Information Systems, Managing Digital Firm, (1988)Management Information System…Qualitative research and evaluation methods (1980)Qualitative research and eval…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)Review : Knowledge Management and Knowledge Management Systems: Conceptual Foundations And Research Issues1,2 (2001)Metaphors We Live By (2003)Firm Resources and Sustained Competitive Advantage (1991)Situated Learning: Legitimate Peripheral Participation. (1994)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)Perspective—Tacit Knowledge and Knowledge Conversion: Controversy and Advancement in Organizational Knowledge Creation Theory (2009)Qualitative evaluation and research methods (1990)Toward a Definition of Mixed Methods Research (2007)How Many Interviews Are Enough? (2005)Three Approaches to Qualitative Content Analysis (2005)Purposeful Sampling for Qualitative Data Collection and Analysis in Mixed Method Implementation Research (2013)Designing for Virtual Communities in the Service of Learning (2004)Limits to Communities of Practice (2006)Knowledge sharing, absorptive capacity, and innovation capability: an empirical study of Taiwan's knowledge-intensive industries (2007)Technology affordances for intersubjective meaning making: A research agenda for CSCL (2006)Knowledge, Higher Education, and the New Managerialism (2007)NARRATING THE SELF (1996)Overlapping talk and the organization of turn-taking for conversation (2000)Avoiding Ableist Language: Suggestions for Autism Researchers (2020)How learning in an inverted classroom influences cooperation, innovation and task orientation (2012)Sample Size Policy for Qualitative Studies Using In-Depth Interviews (2012)QUALITATIVE RESEARCH METHODOLOGY IN SOCIAL SCIENCES AND RELATED SUBJECTS (2018)Expansive Learning at Work: Toward an activity theoretical reconceptualization (2001)Clusters and knowledge: local buzz, global pipelines and the process of knowledge creation (2004)Problem-Based Learning: What and How Do Students Learn? (2004)Social Capital, Intellectual Capital, and the Organizational Advantage (1998)Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance (2007)
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  • 2012

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The effects of individual motivations and social capital on employees’ tacit and explicit knowledge sharing intentions
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