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Managerial tacit knowledge transfer: A potential outcome of cross-border mergers and acquisitions in the GCC banking sector
16 references·0 citing·49 second hop
Managerial tacit knowledge transfer: A potential outcome of cross-border mergers and acquisitions in the GCC banking sector (2022)Managerial tacit knowledge transfer: A po…Designing conceptual articles: four approaches (2020)Designing conceptual articles…Specialization and Variety in Repetitive Tasks: Evidence from a Japanese Bank (2012)Specialization and Variety in…Organisational culture's influence on tacit knowledge‐sharing behaviour (2011)Organisational culture's infl…Language and the Circuits of Power in a Merging Multinational Corporation (2005)Language and the Circuits of …Theoretical foundations of cross-border mergers and acquisitions: A review of current research and recommendations for the future (2004)Theoretical foundations of cr…Tacit knowledge transfer and firm innovation capability (2003)Tacit knowledge transfer and …Tacit knowledge acquisition and sharing in a project work context (2003)Tacit knowledge acquisition a…Knowledge sharing in a multi-cultural setting: a case study (2003)Knowledge sharing in a multi-…Acquiring New Technologies and Capabilities: A Grounded Model of Acquisition Implementation (2002)Acquiring New Technologies an…Difficulties in diffusion of tacit knowledge in organizations (2000)Difficulties in diffusion of …A firm as a knowledge-creating entity: a new perspective on the theory of the firm (2000)A firm as a knowledge-creatin…National Cultural Distance and Cross-Border Acquisition Performance (1998)National Cultural Distance an…The knowledge-creating company: How Japanese companies create the dynamics of innovation (1996)The knowledge-creating compan…Cross-border Acquisitions: An Examination of the Influence of Relatedness and Cultural Fit on Shareholder Value Creation in U.S. Acquiring Firms1 (1995)Cross-border Acquisitions: An…Organizational knowledge creation theory: A first comprehensive test (1994)Organizational knowledge crea…A Dynamic Theory of Organizational Knowledge Creation (1994)A Dynamic Theory of Organizat…The Knowledge-Creating Company (1995)The Tacit Dimension (1997)The Knowledge-Creating Company (1998)Managing human resources toward achieving knowledge management (2002)Trust and tacit knowledge sharing and use (2010)Evaluating the role of social capital, tacit knowledge sharing, knowledge quality and reciprocity in determining innovation capability of an organization (2019)The Strength of Weak Ties (1973)Firm Resources and Sustained Competitive Advantage (1991)Firm resources and sustained competitive advantage (2004)The role of knowledge management in innovation (2007)The Internet of Things: Building a knowledge management system for open innovation and knowledge management capacity (2017)Exploring the influence of knowledge management process on corporate sustainable performance through green innovation (2020)Culture's Consequences: International Differences in Work-Related Values (1981)Exploration and Exploitation in Organizational Learning (1991)The Competitive Advantage of Nations (1991)Cultural differences and capability transfer in cross-border acquisitions: the mediating roles of capability complementarity, absorptive capacity, and social integration (2007)Do international acquisitions by emerging-economy firms create shareholder value? The case of Indian firms (2009)Resource Orchestration to Create Competitive Advantage (2010)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)Review : Knowledge Management and Knowledge Management Systems: Conceptual Foundations And Research Issues1,2 (2001)Metaphors We Live By (2003)Culture's Consequences: International Differences in Work-Related Values. (1983)Making democracy work: civic traditions in modern Italy (1993)Organizational routines: a review of the literature (2004)A quarter century of Culture's Consequences: a review of empirical research incorporating Hofstede's cultural values framework (2006)Examining the impact of Culture's consequences: A three-decade, multilevel, meta-analytic review of Hofstede's cultural value dimensions. (2010)EQS : structural equations program manual (1989)The Concept of “Ba”: Building a Foundation for Knowledge Creation (1998)SECI, Ba and Leadership: a Unified Model of Dynamic Knowledge Creation (2000)Knowledge Management Enablers, Processes, and Organizational Performance: An Integrative View and Empirical Examination (2003)THE DISCOVERY OF GROUNDED THEORY: STRATEGIES FOR QUALITATIVE RESEARCH. By Barney G. Glaser and Anselm L. Strauss. Chicago: Aldine Publishing Company, 1967. 271 pp. $6.75 (1968)Case Study Research: Design and Methods (1984)Building Dynamic Capabilities: Innovation Driven by Individual-, Firm-, and Network-Level Effects (2007)Complementary technologies, knowledge relatedness, and invention outcomes in high technology mergers and acquisitions (2009)Does female representation in top management improve firm performance? A panel data investigation (2012)Analyzing the Past to Prepare for the Future: Writing a Literature Review (2002)Evolving to a New Dominant Logic for Marketing (2003)Conceptualising overtourism: A sustainability approach (2020)Integrating stakeholder theory and sustainability accounting: A conceptual synthesis (2020)Guidelines for advancing theory and practice through bibliometric research (2022)An Introduction to Qualitative Research (2023)Tacit knowledge and the economic geography of context, or The undefinable tacitness of being (there) (2002)Clusters and knowledge: local buzz, global pipelines and the process of knowledge creation (2004)Perspective—Tacit Knowledge and Knowledge Conversion: Controversy and Advancement in Organizational Knowledge Creation Theory (2009)The Human Resource Architecture: Toward a Theory of Human Capital Allocation and Development (1999)Human resources and the resource based view of the firm (2001)Absorptive Capacity: A Review, Reconceptualization, and Extension (2002)
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References

  • 1994A Dynamic Theory of Organizational Knowledge Creation17,900 cited
  • 1996The knowledge-creating company: How Japanese companies create the dynamics of innovation5,827 cited
  • 2020Designing conceptual articles: four approaches2,968 cited
  • 1998National Cultural Distance and Cross-Border Acquisition Performance1,119 cited
  • 2000A firm as a knowledge-creating entity: a new perspective on the theory of the firm1,028 cited
  • 2003Tacit knowledge transfer and firm innovation capability893 cited
  • 2002Acquiring New Technologies and Capabilities: A Grounded Model of Acquisition Implementation789 cited
  • 2004Theoretical foundations of cross-border mergers and acquisitions: A review of current research and recommendations for the future763 cited
  • 1994Organizational knowledge creation theory: A first comprehensive test550 cited
  • 2000Difficulties in diffusion of tacit knowledge in organizations544 cited
  • 2005Language and the Circuits of Power in a Merging Multinational Corporation459 cited
  • 2003Tacit knowledge acquisition and sharing in a project work context416 cited
  • 2011Organisational culture's influence on tacit knowledge‐sharing behaviour389 cited
  • 1995Cross-border Acquisitions: An Examination of the Influence of Relatedness and Cultural Fit on Shareholder Value Creation in U.S. Acquiring Firms1

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356 cited
  • 2012Specialization and Variety in Repetitive Tasks: Evidence from a Japanese Bank311 cited
  • 2003Knowledge sharing in a multi-cultural setting: a case study264 cited
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