1. Process
1.1. Quantitative
1.1.1. Barriers
1.1.1.1. The barriers to tacit knowledge sharing in franchise organizations. Okoroafor, H.
1.1.2. Capacity
1.1.2.1. Knowledge transfer in alliances: The moderating role of the alliance type. Khamseh, H.M., Jolly, D.
1.1.3. Co-working
1.1.3.1. Coworking: Assessing the role of proximity in knowledge exchange. Parrino, L.
1.1.4. Culture
1.1.4.1. Knowledge transfer across dissimilar cultures. Boh, W.F., Nguyen, T.T., Xu, Y.
1.1.4.2. Comparison of competing models and multi-group analysis of organizational culture, knowledge transfer, and innovation capability: An empirical study of the Taiwan semiconductor industry. Liao, S.-H., Hu, D.-C., Chen, C.-C., Lin, Y.-L.
1.1.5. Design project
1.1.5.1. Designing workspaces for cross-functional knowledge-sharing in R&D: The “co-location pilot” of novartis. Coradi, A., Heinzen, M., Boutellier, R.
1.1.6. Efficiency
1.1.6.1. Sourcing knowledge for innovation: knowledge reuse and creation in project teams. Khedhaouria, A., Jamal, A.
1.1.6.2. The mediating role of affective commitment in the rewards–knowledge transfer relation. Martin-Perez, V., Martin-Cruz, N.
1.1.6.3. Freelancers and the absorption of external knowledge: Practical implications and theoretical contributions. Kozica, A., Bonss, U., Kaiser, S.
1.1.7. Knowledge flow
1.1.7.1. Signaling, spillover and learning effects of knowledge flows on division performance within related diversified firms. Villasalero, M.
1.1.7.2. Knowledge creation and utilization in project teams. Oluikpe, P.I.
1.1.8. Learning
1.1.8.1. The intriguing art of knowledge management and its relation to learning organizations. Karkoulian, S., Messarra, L.C., McCarthy, R.
1.1.9. Model
1.1.9.1. Linking knowledge management orientation to balanced scorecard outcomes. Lin, H.-F.
1.1.10. Patent
1.1.10.1. Knowledge creation and exploitation in italian universities: The role of internal policies for patent activity. Romano, M., Giudice, M.D., Nicotra, M.
1.1.11. Petroleum
1.1.11.1. The barriers of knowledge generation, storage, distribution and application that impede learning in gas and petroleum companies. Ranjbarfard, M., Aghdasi, M., López-Sáez, P., López, J.E.N.
1.1.12. Resourses
1.1.12.1. Embedded resources and knowledge transfer among R&D employees. Kang, M., Kim, B.
1.1.13. Social capital
1.1.13.1. Multi-level analysis of knowledge transfer: A knowledge recipient’s perspective. Kang, M., Hau, Y.S.
1.1.14. Strategy
1.1.14.1. Are internal knowledge transfer strategies double‐edged swords? Xiu‐Hao Ding, Heng Liu, Yongtao Son
1.1.14.2. Balancing knowledge exploration and exploitation within and across technological and geographical domains. Petruzzelli, A.M.
1.1.15. Tools
1.1.15.1. Better knowledge with social media? Exploring the roles of social capital and organizational knowledge management. Bharati, P., Zhang, W., Chaudhury, A.
1.1.15.2. Exploring collaboration technology use: How users’ perceptions twist and amend reality. Dulipovici, A., Vieru, D.
1.1.15.3. Human resource development programs for knowledge transfer and creation: the case of the Toyota Technical Development Corporation. Matsuo, M.
1.1.15.4. Measuring the performance of knowledge resources using a value perspective: integrating BSC and ANP. Hu, Y., Wen, J., Yan, Y.
1.1.16. Value chain
1.1.16.1. Knowledge transfer in vertical relationship: The case study of Val d'Agri oil district. Testa, G.
1.2. Qualitative
1.2.1. Capacity
1.2.1.1. Deterrents to knowledge-sharing in the pharmaceutical industry: A case study. Qureshi, A.M.A., Evans, N.
1.2.2. Culture
1.2.2.1. Structuring knowledge transfer from experts to newcomers. Guechtouli, W., Rouchier, J., Orillard, M.
1.2.3. Efficiency
1.2.3.1. Change readiness: creating understanding and capability for the knowledge acquisition process. Rusly, F.H., Sun, P.Y.-T., Corner, J.L.
1.2.4. Gene evolution
1.2.4.1. Knowledge diffusion models - Perspectives of gene evolution and population dynamics. Huang, J.-J.
1.2.5. Knowledge configuration
1.2.5.1. Organisational 'know-where' and 'know-when': Re-framing configurations and distributions of knowledge in organisations. Atherton, A.
1.2.6. Knowledge creation
1.2.6.1. Knowledge creation and competitive advantage in turbulent environments: A process model of organizational learning. Salmador, M.P., Florín, J.
1.2.7. Knowledge flow
1.2.7.1. Acquiring external knowledge to avoid wheel re-invention. Lopez, V.W.B., Esteves, J.
1.2.7.2. Managing reverse knowledge flow in multinational corporations. Kumar, N.
1.2.7.3. Trailing organizational knowledge paths through social network lens: Integrating the multiple industry cases. Kim, Y.-G., Hau, Y.S., Song, S., Ghim, G.-H.
1.2.7.4. Complex adaptive information flow and search transfer analysis. Feczak, S., Hossain, L., Carlsson, S.
1.2.8. Knowledge gap
1.2.8.1. Identification, emergence and filling of organizational knowledge gaps: A retrospective processual analysis. Haider, S.
1.2.9. Knowledge loss
1.2.9.1. Knowledge loss when older experts leave knowledge-intensive organisations. Joe, C., Yoong, P., Patel, K.
1.2.10. Learning
1.2.10.1. Inter-organizational knowledge management in a coopetitive context in the aeronautic and space industry. Salvetat, D., Géraudel, M., D'Armagnac, S.
1.2.11. Literature review
1.2.11.1. The micro-processes during repatriate knowledge transfer: The repatriates’ perspective. Burmeister, A., Deller, J., Osland, J., (...), Oddou, G., Blakeney, R.
1.2.12. Matrix
1.2.12.1. Inter-organizational knowledge transfer: The perspective of knowledge governance. Fang, S.-C., Yang, C.-W., Hsu, W.-Y
1.2.13. Methodology
1.2.13.1. Structuring fragmented knowledge: A case study. Norese, M.F., Salassa, F.
1.2.14. MNEs
1.2.14.1. Alternative control methods for exploiting subsidiary knowledge within an MNE: Quantity versus quality. Larkin, R.
1.2.15. New product development (NPD)
1.2.15.1. An integrative model for knowledge transfer between new product development project teams. Frank, A.G., Ribeiro, J.L.D.
1.2.16. Organization
1.2.16.1. Ordering disorders; Linking organization design and knowledge integration. Hendriks, P.H.J., Fruytier, B.G.M.
1.2.16.2. Issues in the management of embedded knowledge in project-based organizations: the project actor's role. D'Armagnac, S.
1.2.16.3. Visualisation of the organisation knowledge structure evolution. Štorga, M., Mostashari, A., Stanković, T.
1.2.17. Penetration
1.2.17.1. Managerial practices and operative directions of knowledge management within inter-firm networks: A global view. Giudice, M.D., Maggioni, V.
1.2.18. Protection
1.2.18.1. Protecting organizational knowledge: A structured literature review. Manhart, M., Thalmann, S.
1.2.19. Readiness
1.2.19.1. The impact of change readiness on the knowledge sharing process for professional service firms. Rusly, F., Sun, P.Y.-T., Corner, J.L.
1.2.20. Social capital
1.2.20.1. Structural social capital and innovation. Is knowledge transfer the missing link? Filieri, R., Alguezaui, S.
1.2.21. Technology
1.2.21.1. The role of knowledge transfer in technological innovation: An oil and gas industry perspective. Burnett, S., Williams, D.
1.2.21.2. A decision tree conceptualization of choice of knowledge transfer mechanism: The views of software development specialists in a multinational company. Jasimuddin, S.M., Connell, C., Klein, J.H.
1.2.22. Tools
1.2.22.1. From knowledge to knowing, from boundaries to boundary construction. Paraponaris, C., Sigal, M.
1.2.22.2. Unpacking 'lessons learned': Investigating failures and considering alternative solutions. Wiewiora, A., Murphy, G.
1.2.23. Typology
1.2.23.1. Strategic fit among knowledge attributes, knowledge management systems, and service positioning. Lin, C.-H., Tsai, F.-S., Tarn, D.D.C., Hsu, S.-C.
1.3. Mixed-method
1.3.1. Knowledge creation
1.3.1.1. Identifying the information management process and knowledge creation in technology-based companies: A Brazilian comparative case study. Vick, T.E., Nagano, M.S., Santos, F.C.A.
1.3.2. Knowledge loss
1.3.2.1. Understanding and managing knowledge loss. Daghfous, A., Belkhodja, O., Angell, L.C.
1.3.3. Meta-analysis
1.3.3.1. Meta-analytic comparison on the influencing factors of knowledge transfer in different cultural contexts. Li, J.H., Chang, X.R., Lin, L., Ma, L.Y.
1.3.4. Military
1.3.4.1. Best of both worlds: Hybrid knowledge visualization in police crime fighting and military operations. Eppler, M.J., Pfister, R.A.
1.3.5. Model
1.3.5.1. Integrated decision model for knowledge offshoring and outsourcing. Tarn, D.D.C.
1.3.6. Organization
1.3.6.1. Explaining organizational knowledge creation with a knowledge maturing model. Maier, R., Schmidt, A.
2. Knowledge Sharing
2.1. Quantitative
2.1.1. Behaviour
2.1.1.1. Physicians' willingness to share: A TPB-based analysis. Radaelli, G., Lettieri, E., Masella, C.
2.1.2. Collaboration
2.1.2.1. Knowledge sharing and exchange of information within bank and firm networks: The role of the intangibles on the access to credit. Peruta, M.R.S., Campanella, F., Giudice, M.D.
2.1.3. Competition
2.1.3.1. Understanding “disengagement from knowledge sharing”: Engagement theory versus adaptive cost theory. Ford, D., Myrden, S.E., Jones, T.D.
2.1.3.2. 'I'm busy (and competitive)!' Antecedents of knowledge sharing under pressure. Connelly, C.E., Ford, D.P., Turel, O., Gallupe, B., Zweig, D.
2.1.4. Contribution
2.1.4.1. Knowledge exchange systems usage: The importance of content contribution and application in distributed environments. Gressgård, L.J.
2.1.5. Culture
2.1.5.1. The quasi-moderating role of organizational culture in the relationship between rewards and knowledge shared and gained. Durmusoglu, S., Jacobs, M., Nayir, D.Z., Khilji, S., Wang, X.
2.1.5.2. Knowledge-centered culture and knowledge sharing: The moderator role of trust propensity. Peralta, C.F., Saldanha, M.F.
2.1.5.3. What matters for knowledge sharing in collectivistic cultures? empirical evidence. Ma, Z., Huang, Y., Wu, J., Dong, W., Qi, L.
2.1.5.4. Exploring different cultural configurations: How do they affect subsidiaries’ knowledge sharing behaviors? Cavaliere, V., Lombardi, S.
2.1.5.5. The formation of concern for face and its impact on knowledge sharing intention in knowledge management systems. Young, M.-L.
2.1.5.6. The effect of internal social capital on knowledge sharing. Yen, Y.-F., Tseng, J.-F., Wang, H.-K.
2.1.6. Education
2.1.6.1. Knowledge sharing amongst academics in UK universities. Fullwood, R., Rowley, J., Delbridge, R.
2.1.7. Intellectual Capital (IC)
2.1.7.1. Individual variables with an impact on knowledge sharing: the critical role of employees’ ignorance. Israilidis, J., Siachou, E., Cooke, L., Lock, R.
2.1.8. Model
2.1.8.1. Mechanisms to motivate knowledge sharing: Integrating the reward systems and social network perspectives. Lin, S.-W., Lo, L.Y.-S.
2.1.8.2. A model for the diffusion of knowledge sharing technologies inside private transport companies. Giudice, M.D., Peruta, M.R.D., Maggioni, V.
2.1.9. Motivation
2.1.9.1. Knowledge governance mechanisms and repatriate's knowledge sharing: The mediating roles of motivation and opportunity. Huang, M.-C., Chiu, Y.-P., Lu, T.-C.
2.1.9.2. Encouraging knowledge contribution in IT support: Social context and the differential effects of motivation type. Wang, X., Clay, P.F., Forsgren, N.
2.1.10. Network
2.1.10.1. Management of knowledge creation and sharing to create virtual knowledgesharing communities: A tracking study. Barker, R.
2.1.11. NPOs
2.1.11.1. Interorganisational partnerships and knowledge sharing: The perspective of non-profit organisations (NPOS). Rathi, D., Given, L.M., Forcier, E.
2.1.12. Organization
2.1.12.1. Organizational commitment, knowledge sharing and organizational citizenship behaviour: The case of the Taiwanese semiconductor industry. Chang, W.-J., Liao, S.-H., Lee, Y.-J., Lo, W.-P.
2.1.12.2. To share or not to share? Self-perception and knowledge-sharing intent. Yeo, R.K., Marquardt, M.J.
2.1.13. Psychology
2.1.13.1. Why and when do people hide knowledge? Peng, H.
2.1.13.2. Knowledge sharing and affective commitment: the mediating role of psychological ownership. Li, J., Yuan, L., Ning, L., Li-Ying, J.
2.1.14. Sustainability
2.1.14.1. Towards a sustainable quality of university research: Knowledge sharing. Mahamed Ismail, N.A., Welch, C., Xu, M.
2.1.15. Tools
2.1.15.1. Understanding knowledge sharing in the work context by applying a belief elicitation study. Stenius, M., Hankonen, N., Haukkala, A., Ravaja, N.
2.1.15.2. Knowledge sharing in open source software communities: Motivations and management. Iskoujina, Z., Roberts, J.
2.1.15.3. Knowledge workers' perceptions of potential benefits and challenges of inter-organizational knowledge sharing systems: A Delphi study in the health sector. Al-Busaidi, K.A.
2.1.15.4. Narrating Your Work: An approach to supporting knowledge sharing in virtual teams. Margaryan, A., Boursinou, E., Lukic, D., De Zwart, H.
2.1.16. Trust
2.1.16.1. The mediating effect of knowledge sharing on the relationship between trust and virtual team effectiveness. Pangil, F., Chan, J.M.
2.1.16.2. Knowledge management in the voluntary sector: A focus on sharing project know-how and expertise. Ragsdell, G., Espinet, E.O., Norris, M.
2.1.16.3. Social capital as a driver of local knowledge exchange: A social network analysis. Díez-Vial, I., Montoro-Sánchez, Á.
2.1.17. Typology
2.1.17.1. Antecedents of organizational knowledge sharing: A meta-analysis and critique. Witherspoon, C.L., Bergner, J., Cockrell, C., Stone, D.N.
2.1.17.2. Determinants of knowledge sharing in a public sector organization. Amayah, A.T.
2.2. Qualitative
2.2.1. Contribution
2.2.1.1. Exploration of factors that impact voluntary contribution to electronic knowledge repositories in organizational settings. Stewart, G., Osei-Bryson, K.-M.
2.2.2. Education
2.2.2.1. Knowledge sharing within teams: Enabling and constraining factors. Rosendaal, B., Bijlsma-Frankema, K.
2.2.3. Efficiency
2.2.3.1. Knowledge objects as shared system representation. Di Maio, P.
2.2.3.2. Knowledge sharing in knowledge-intensive manufacturing firms. An empirical study of its enablers. Cavaliere, V., Lombardi, S., Giustiniano, L.
2.2.4. Knowledge flow
2.2.4.1. Enabling organizations to implement smarter, customized social computing platforms by leveraging knowledge flow patterns. Chandra, R., Iyer, R.S., Raman, R.
2.2.5. Learning
2.2.5.1. With whom shall I share my knowledge? A recipient perspective of knowledge sharing. Zhang, X., Jiang, J.Y.
2.2.6. Literature review
2.2.6.1. Towards tacit knowledge sharing over social web tools. Panahi, S., Watson, J., Partridge, H.
2.2.7. Logic
2.2.7.1. Beyond knowledge management - Understanding how to share knowledge through logic and practice. Jonsson, A.
2.2.8. Mechanism
2.2.8.1. Forming mechanisms and structures of a knowledge transfer network: Theoretical and simulation research. Wang, X.
2.2.9. Model
2.2.9.1. Fostering knowledge sharing behavior among public sector managers: A proposed model for the Malaysian public service. Tangaraja, G., Rasdi, R.M., Ismail, M., Samah, B.A.
2.2.10. Multi-agency intervention
2.2.10.1. Emerging coordination and knowledge transfer process during disease outbreak. Bdeir, F., Hossain, L., Crawford, J.
2.2.11. Tacit knowledge
2.2.11.1. Engaging environments: Tacit knowledge sharing on the shop floor. Nakano, D., Muniz Jr., J., Batista Jr., E.D.
2.2.12. Tools
2.2.12.1. Deciding to use an enterprise wiki: The role of social institutions and scripts. Jackson, P., Klobas, J.
2.2.12.2. Wiki for knowledge sharing, a user-centred evaluation approach: A case study at STMicroelectronics. Brichni, M., Mandran, N., Gzara, L., Dupuy-Chessa, S., Rozier, D.
2.2.12.3. From implementation to appropriation: understanding knowledge management system development and introduction as a process of translation. Diedrich, A., Guzman, G.
2.2.12.4. What have we learned so far the development and application of an organisational learning narrative. Burnett, S., Grinnall, A., Williams, D.
2.2.13. Trust
2.2.13.1. Knowledge integration and competitiveness: A longitudinal study of an industry cluster. Connell, J., Voola, R.
2.3. Mixed-method
2.3.1. MNCs
2.3.1.1. Organizational structure and knowledge-practice diffusion in the MNC. Lupton, N., Beamish, P.
2.3.2. Organization
2.3.2.1. Study on enterprise knowledge sharing in ESN perspective: A Chinese case study. Zhao, R.-Y., Chen, B.-K.
2.3.3. Social capital
2.3.3.1. Promoting professionals' innovative behaviour through knowledge sharing: The moderating role of social capital. Mura, M., Lettieri, E., Radaelli, G., Spiller, N.
3. Tools
3.1. Quantitative
3.1.1. Efficiency
3.1.1.1. Structural health assessment of communities of practice (CoPs). Lee, S., Kim, Y.S., Suh, E.
3.1.2. CoPs
3.1.2.1. Living Lab as knowledge system: an actual approach for managing urban service projects? Lehmann, V., Frangioni, M., Dubé, P.
3.2. Qualitative
3.2.1. CoPs
3.2.1.1. Communities of practice foster collaboration across public health. Mabery, M.J., Gibbs-Scharf, L., Bara, D.
3.2.1.2. Measuring the risk of knowledge drain in communities of practice. Lee, S., Suh, E., Lee, M.
3.2.1.3. Creating technological knowledge in vintage communities of practice. Schiavone, F., Borzillo, S.
3.2.2. Design project
3.2.2.1. Traceability and structuring of cooperative knowledge in design using PLM. Matta, N., Ducellier, G., Djaiz, C.
3.2.3. Individual participation
3.2.3.1. A methodology to manage and monitor social media inside a company: A case study. Alberghini, E., Cricelli, L., Grimaldi, M.
3.2.4. Intellectual Capital (IC)
3.2.4.1. An empirical analysis of the IC Navigator approach in practice - A case study of five manufacturing firms. Burton, K., O'Connor, A., Roos, G.
3.2.4.2. Content and knowledge provision service - A way to build intellectual capital in learning organizations. Radenković, S.D., Devedžić, V., Jovanović, J., Jeremic, Z.
3.2.5. Mapping
3.2.5.1. Knowledge mapping: Encouragements and impediments to adoption. Lee, J., Fink, D.
3.2.6. New product development (NPD)
3.2.6.1. How do r&d employees use their social networks to acquire user information? Wadell, C., Björk, J., Magnusson, M.
3.2.7. Organization
3.2.7.1. Managing knowledge in IT projects: A framework for enterprise system implementation. Lech, P.
3.2.8. Productivity
3.2.8.1. Analysing the impacts of ICT on knowledge work productivity. Palvalin, M., Lönnqvist, A., Vuolle, M.
3.3. Mixed-method
3.3.1. CoPs
3.3.1.1. The place of communities of practice in knowledge management studies: A critical review. Bolisani, E., Scarso, E.
3.3.2. Social media
3.3.2.1. Customer knowledge management via social media: The case of Starbucks. Chua, A.Y.K., Banerjee, S.
3.3.2.2. Stairways to heaven: Implementing social media in organizations. Levy, M.
3.3.3. Spillover acceleration
3.3.3.1. Innovation in social networks: Knowledge spillover is not enough. Jerome, L.W.
4. Performance
4.1. Quantitative
4.1.1. Adoption
4.1.1.1. Can e-business adoption be influenced by knowledge management? An empirical analysis of Malaysian SMEs. Chong, A.Y.-L., Ooi, K.-B., Bao, H., Lin, B.
4.1.1.2. Examining the factors influencing knowledge management system adoption and continuance intention. Lin, H.-F.
4.1.2. Audit
4.1.2.1. Examining knowledge audit for structured and unstructured business processes: a comparative study in two Hong Kong companies. Yip, J.Y.T., Lee, R.W.B., Tsui, E.
4.1.3. Capability building
4.1.3.1. The impact of knowledge management and social capital on dynamic capability in organizations. Van Reijsen, J., Helms, R., Batenburg, R., Foorthuis, R.
4.1.4. Capacity
4.1.4.1. Managing knowledge for a successful competence exploration. Rabeh, H.A.D., Jimenéz-Jimenéz, D., Martínez-Costa, M.
4.1.5. Culture
4.1.5.1. The role of organizational culture in the knowledge management process. Chang, C.L., Lin, T.-C.
4.1.6. Customer
4.1.6.1. CRM software success: A proposed performance measurement scale. Venturini, W.T., Benito, S.G.
4.1.6.2. Improving customer capital through relationship memory at a commercial bank in Spain. Cegarra-Navarro, J.-G., Jiménez-Jiménez, D., Fernández-Gil, J.-R.
4.1.6.3. Customer knowledge management, innovation capability and business performance: A case study of the banking industry. Taherparvar, N., Esmaeilpour, R., Dostar, M.
4.1.6.4. Linking knowledge corridors to customer value through knowledge processes. Martelo-Landroguez, S., Cegarra-Navarro, J.-G.
4.1.7. Design project
4.1.7.1. Crowdsourcing information for knowledge-based design of routes for unscheduled public transport trips. Cairo, O., Salcedo, J.S., Gutierrez-Garcia, J.O.
4.1.8. Education
4.1.8.1. Unravelling knowledge creation and management in educational organisations: Barriers and enablers. Rodríguez-Gómez, D., Gairín, J.
4.1.9. Efficiency
4.1.9.1. From corporate governance to balanced performance measurement. Tuan, L.T.
4.1.9.2. Towards a knowledge-based approach for effective decision-making in railway safety. Garcia-Perez, A., Shaikh, S.A., Kalutarage, H.K., Jahantab, M.
4.1.9.3. An empirical test of a contingency model of KMS effectiveness. Ozlen, K., Handzic, M.
4.1.9.4. Enabling integrated knowledge acquisition and management in health care teams. Pentland, D., Forsyth, K., Maciver, D., (...), Murray, R., Irvine, L.
4.1.9.5. The interaction effect of organizational practices and employee values on knowledge management (KM) success. Atapattu, A.W.M.M., Jayakody, J.A.S.K.
4.1.9.6. Knowledge management practices and performance: Are they truly linked? Jayasingam, S., Ansari, M.A., Ramayah, T., Jantan, M.
4.1.9.7. Factors that influence the success of a KM-program in a small-sized airport. Gamo-Sanchez, A.-L., Cegarra-Navarro, J.-G.
4.1.10. External knowledge
4.1.10.1. Directions of external knowledge search: Investigating their different impact on firm performance in high-technology industries. Cruz-González, J., López-Sáez, P., Navas-López, J.E., Delgado-Verde, M.
4.1.11. Franchising
4.1.11.1. To be or not to be franchised? A knowledge-based perspective. Hussler, C., Ronde, P.
4.1.12. Game-theory
4.1.12.1. Inducing knowledge sharing in teams through cost-efficient compensation schemes. Chakravarti, A., He, C., Wagman, L.
4.1.13. Hierarchy
4.1.13.1. Rethinking knowledge hierarchies - Bridging the gulf between theory and practice: The case of Frankfurt airport's billing department. Früauff, D.H., Kahrens, M., Menacere, K., Mouzughi, Y.
4.1.14. Intellectual Capital (IC)
4.1.14.1. The impact of intellectual capital management on company competitiveness and financial performance. Kianto, A., Andreeva, T., Pavlov, Y.
4.1.14.2. Intellectual capital and new ventures: The entrepreneur's cognizance of company management. Hormiga, E., Hancock, C., Valls-Pasola, J.
4.1.14.3. Intellectual capital model for family firms. Claver-Cortés, E., Molina-Manchón, H., Zaragoza-Sáez, P.
4.1.14.4. Monitoring intellectual capital: A case study of a large company during the recent economic crisis. Guevara, D., Bounfour, A.
4.1.14.5. Competing Values Framework and its impact on the intellectual capital dimensions: Evidence from different Portuguese organizational sectors. Ferreira, A.I.
4.1.14.6. Knowledge asset similarity and business relational capital gains: Evidence from European manufacturing firms. García, A.B., Bounfour, A.
4.1.14.7. Green intellectual capital and environmental product innovation: The mediating role of green social capital. Delgado-Verde, M., Amores-Salvadó, J., Martín-De Castro, G., Navas-López, J.E.
4.1.14.8. The relevance of intellectual capital disclosure: Empirical evidence from Spanish universities. Ramírez-Córcoles, Y., Manzaneque-Lizano, M.
4.1.14.9. Application of association and decision rules on intellectual capital. Manolopoulou, E., Kotsiantis, S., Tzelepis, D.
4.1.15. Intelligence
4.1.15.1. Emerging personal intelligence in collective goals: Data analysis on the bottom-up approach from PKM to OKM. Ismail, S., Ahmad, M.S., Hassan, Z.
4.1.15.2. Intelligence capital: A capability maturity model for a software development centre. Treviño, G.O., Gamboa, F.J.C.
4.1.16. Knowledge flow
4.1.16.1. A managerial view of the knowledge flows of a health-care system. Laihonen, H.
4.1.17. Leadership
4.1.17.1. Knowledge management practices in a public sector organisation: The role of leaders' cognitive styles. Jain, A.K., Jeppesen, H.J.
4.1.18. Learning
4.1.18.1. Industrial cluster involvement, organizational learning, and organizational adaptation: An exploratory study in high technology industrial districts. Cheng, H., Niu, M.-S., Niu, K.-H.
4.1.18.2. Learning, innovation and firm performance: Knowledge management in small firms. Roxas, B., Battisti, M., Deakins, D.
4.1.18.3. Congenital learning, organisational performance and work-life balance culture. Cegarra-Navarro, J.-G., Cegarra-Leiva, D., Sánchez-Vidal, M.E., Wensley, A.K.P.
4.1.19. Modelling
4.1.19.1. A multi-stage analysis of antecedents and consequences of knowledge management evolution. Lin, H.-F.
4.1.19.2. Linkage between knowledge management and manufacturing performance: a structural equation modeling approach. Tan, L.P., Wong, K.Y.
4.1.20. Network
4.1.20.1. Intra-network knowledge roles and division performance in multi-business firms. Villasalero, M.
4.1.20.2. Network effects on learning during emergency events. Hamra, J., Wigand, R., Hossain, L., Owen, C.
4.1.21. Organization
4.1.21.1. Mapping the organizational factors that support knowledge management in the Brazilian automotive industry. Gonzalez, R.V.D., Martins, M.F.
4.1.21.2. The impact of commitment, empowerment, embeddedness on knowledge management in domestic and foreign-affiliated firms in Japan. Benton, C.F., Magnier-Watanabe, R.
4.1.22. Review
4.1.22.1. Knowledge at the boundary between science and society: a review of the use of farmers’ knowledge in agricultural development. Girard, N.
4.2. Qualitative
4.2.1. Audit
4.2.1.1. A simplified integrated critical activity-based knowledge audit template. Loxton, M.H.
4.2.2. Capability building
4.2.2.1. Role of knowledge infrastructure capabilities in knowledge management. Pandey, S.C., Dutta, A.
4.2.2.2. Knowledge, learning, and innovation: Research and perspectives. Moustaghfir, K., Schiuma, G.
4.2.2.3. Embedding with multiple knowledge sources to improve innovation performance: The learning experience of Motorola in Brazil. Figueiredo, P.N.
4.2.3. Capacity
4.2.3.1. The role of organizational and social capital in the firm’s absorptive capacity. Aribi, A., Dupouët, O.
4.2.4. Collaboration
4.2.4.1. Will the real story of collaboration please stand up so we can see it properly? Addleson, M.
4.2.5. CoPs
4.2.5.1. The factors influencing CoP activities and their impact on relationship commitment and individual performance. Jang, H., Ko, I.
4.2.6. Culture
4.2.6.1. Organizational culture and its relationship with knowledge management strategy: A case study. Mojibi, T., Hosseinzadeh, S., Khojasteh, Y.
4.2.7. Customer
4.2.7.1. Do you know your valuable customers? Wilhelm, S., Gueldenberg, S., Güttel, W.
4.2.8. Efficiency
4.2.8.1. Engineering knowledge and information needs in Italy and Japan: bridging the gap between theory and practice. Secundo, G., Magnier-Watanabe, R., Heisig, P.
4.2.9. Ethics
4.2.9.1. Ethical issues in knowledge management: Conflict of knowledge ownership. Rechberg, I., Syed, J.
4.2.10. Evaluation
4.2.10.1. Methodologies for developing knowledge management systems: An evaluation framework. Dehghani, R., Ramsin, R.
4.2.11. Green innovators
4.2.11.1. Knowledge strategies for environmental innovations: The case of Italian manufacturing firms. de Marchi, V., Grandinetti, R.
4.2.12. Intellectual Capital (IC)
4.2.12.1. Measuring intellectual capital in the university sector using a fuzzy logic expert system. Veltri, S., Mastroleo, G., Schaffhauser-Linzatti, M.
4.2.12.2. Intellectual capital and the firm: Some remaining questions and prospects. Martín-De Castro, G.
4.2.12.3. Advances in the identification and measurement of Intellectual Capital and future developments in the Intellectual Capital research agenda: Experience of the Intellectus Model and proposal of a synthetic index. Bueno, E., Salmador, M.P., Longo-Somoza, M.
4.2.13. Intelligence
4.2.13.1. A qualitative analysis of social intelligence in nonprofit organizations: External knowledge acquisition for human capital development, organizational learning and innovation. Kong, E.
4.2.14. Knowledge flow
4.2.14.1. Leveraging environmental scanning methods to identify knowledge management activities in transportation. Bedford, D., Harrison, F.
4.2.14.2. Roles enabling the mobilization of organizational knowledge. Venkitachalam, K., Bosua, R.
4.2.15. Learning
4.2.15.1. Learning from complex and heterogeneous experiences: the role of knowledge codification. Echajari, L., Thomas, C.
4.2.15.2. Managing Indian IT professionals for global competitiveness: The role of human resource practices in developing knowledge and learning capabilities for innovation. Kong, E., Chadee, D., Raman, R.
4.2.15.3. Organizational unlearning and organizational relearning: A dynamic process of knowledge management. Zhao, Y., Lu, Y., Wang, X.
4.2.16. Life cycle
4.2.16.1. Non-disruptive knowledge and business processing in knowledge life cycles – Aligning value network analysis to process management. Stary, C.
4.2.17. Model
4.2.17.1. Knowledge management model of community business: Thai OTOP Champions. Tuamsuk, K., Phabu, T., Vongprasert, C.
4.2.18. Networks
4.2.18.1. Managing knowledge in a service provider: A network structure-based model. Gonzalez, R.V.D., Martins, M.F., Toledo, J.C.
4.2.19. New product development (NPD)
4.2.19.1. An approach to filling firms' knowledge gaps based on organisational knowledge structure. Qiu, J., Wang, Z., Nian, C.L.
4.2.20. Policy
4.2.20.1. On the use of benchmarking and good practices for knowledge management for development. Sharma, R.S., Iqbal, M.I.N.A., Victoriano, M.M.
4.2.21. Private sector
4.2.21.1. Reinventing the public sector in Africa through knowledge management. Mbhalati, O.J.
4.2.22. Product
4.2.22.1. An optimization method of technological processes to complex products using knowledge-based genetic algorithm. Yao, Y., Wang, Y., Xing, L., Xu, H.
4.2.23. Regional development
4.2.23.1. Exploring the requirements of regional knowledge-based management. Salonius, H., Käpylä, J.
4.2.24. SMEs
4.2.24.1. The peculiarities of knowledge management processes in SMEs: The case of Singapore. Wee, J.C.N., Chua, A.Y.K.
4.2.24.2. Strategy development based on intangibles in SMEs - An integrated approach. Will, M., Mertins, K.
4.2.24.3. Can a governance structure foster cluster ambidexterity through knowledge management? An empirical study of two French SME clusters. Bocquet, R., Mothe, C.
4.2.24.4. The use of intellectual capital to obtain competitive advantages in regional small and medium enterprises. Jardon, C.M.
4.2.25. Strategy
4.2.25.1. Aligning strategies and processes in knowledge management: A framework. Bosua, R., Venkitachalam, K.
4.2.25.2. Outsourcing of strategic resources and capabilities: opposing choices in the commercial aircraft manufacturing. Beaugency, A., Sakinç, M.E., Talbot, D.
4.2.25.3. Factors shaping organizational dynamics in strategic knowledge management. Venkitachalam, K., Willmott, H.
4.2.26. Tacit knowledge
4.2.26.1. Facilitating tacit knowledge transfer: Routine compatibility, trustworthiness, and integration in M&As. Ranucci, R.A., Souder, D.
4.2.27. Tools
4.2.27.1. Conflict and learning in inter-organizational online communities: Negotiating knowledge claims. Ferguson, J., Taminiau, Y.
4.2.27.2. 'New Ways of Working' as a tool for improving the performance of a knowledge-intensive company. Ruostela, J., Lönnqvist, A., Palvalin, M., (...), Patjas, M., Raij, A.-L.
4.2.27.3. Collaborating across institutional and jurisdictional boundaries: Enabling the emergence of a national innovation system through public knowledge management. Vines, R., Jones, M., McCarthy, G.
4.2.27.4. The MinK framework: Towards measuring individual knowledge. Ragab, M.A.F., Arisha, A.
4.2.28. Value
4.2.28.1. Does knowledge management produce practical outcomes? Massingham, P.R., Massingham, R.K.
4.3. Mixed-method
4.3.1. Behaviour
4.3.1.1. Explicating employees' behaviour for an effective subscription to healthcare policy: An application of the theory of planned behaviour. Innan, R., Moustaghfir, K.
4.3.2. Framework
4.3.2.1. Balancing codification and personalization for knowledge reuse: A Markov decision process approach. Liu, H., Chai, K.-H., Nebus, J.F.
4.3.2.2. A conceptual breakdown structure for knowledge management benefits using meta-synthesis method. Yahyapour, S., Shamizanjani, M., Mosakhani, M.
4.3.3. HR
4.3.3.1. Strategic human capital management for a new university: A case study of suan dusit rajabhat university. Thienphut, D., Jiamprachanarakorn, S., Sirasirirusth, J., Boonloisong, R.
4.3.4. Intellectual Capital
4.3.4.1. Dynamic efficiency: Intellectual capital in the chinese non-life insurance firms. Kweh, Q.L., Lu, W.-M., Wang, W.-K.
4.3.4.2. The influence of informal governance mechanisms on knowledge integration within cross-functional project teams: A social capital perspective. Zhang, L., Cheng, J., Wang, D.
4.3.5. Knowledge flow
4.3.5.1. An evaluation of knowledge management tools: Part 2 – managing knowledge flows and enablers. Massingham, P.
4.3.6. Leadership
4.3.6.1. Strategic analysis of knowledge firms: The links between knowledge management and leadership. Merat, A., Bo, D.
4.3.7. Practice
4.3.7.1. Segmenting knowledge management (KM) practitioners and its relationship to performance variation – Some empirical evidence. Joshi, H., Chawla, D., Farooquie, J.A.
4.3.8. Resources
4.3.8.1. An evaluation of knowledge management tools: Part 1 – managing knowledge resources. Massingham, P.
4.3.9. SMEs
4.3.9.1. Roles-purpose-and-culture misalignments: A setback to bottom-up SME clusters. Martins, B., Solé, F.
4.3.9.2. Development and validation of knowledge management performance measurement constructs for small and medium enterprises. Lee, C.S., Wong, K.Y.
4.3.10. Value
4.3.10.1. Knowledge management barriers, practices and maturity model. Oliva, F.L.
5. Discipline
5.1. Quantitative
5.1.1. Intellectual Capital (IC)
5.1.1.1. Towards an econophysics view of intellectual capital dynamics: From self-organized criticality to the stochastic frontier. McKelvey, B., Salmador, M.P., Morcillo, P., Rodríguez-Antón, J.M.
5.1.2. Literature review
5.1.2.1. Public sector knowledge management: A structured literature review. Massaro, M., Dumay, J., Garlatti, A.
5.1.3. Memory
5.1.3.1. The impact of workforce agility on organizational memory. Al-Faouri, A.H., Al-Nsour, M.M., Al-Kasasbeh, M.M.
5.1.4. Meta-analysis
5.1.4.1. Meta-analysis of scientometric research of knowledge management: Discovering the identity of the discipline. Serenko, A.
5.1.5. Ontologies
5.1.5.1. Gestalt principles of creating learning business ontologies for knowledge codification. Gavrilova, T., Leshcheva, I., Strakhovich, E.
5.2. Qualitative
5.2.1. Capacity
5.2.1.1. Individual antecedents of ACAP and implications of social context in joint engineering project teams: A conceptual model. Ojo, A.O., Raman, M., Chong, S.C., Chong, C.W.
5.2.2. Citation analysis
5.2.2.1. Citation classics published in knowledge management journals. Part I: Articles and their characteristics. Serenko, A., Dumay, J.
5.2.3. Concept
5.2.3.1. Investing in transferable strategic human capital through alliances in the luxury hotel industry. Ferrary, M.
5.2.3.2. Crowding at the frontier: boundary spanners, gatekeepers and knowledge brokers. Haas, A.
5.2.4. Creating theory
5.2.4.1. Knowledge creating theory in retrospect and prospect. Chen, D.C., Huang, H.-L.
5.2.5. Culture
5.2.5.1. Positioning organisational culture in knowledge management research. Al Saifi, S.A.
5.2.5.2. Power matters: The importance of foucault’s power/knowledge as a conceptual lens in km research and practice. Heizmann, H., Olsson, M.R.
5.2.5.3. SECI and inter-organizational and intercultural knowledge transfer: a case-study of controversies around a project of co-operation between France and China in the health sector. Lievre, P., Tang, J.
5.2.6. Ecology
5.2.6.1. The 'law of requisite variety' may assist climate change negotiations: A review of the Kyoto and Durban meetings. Kidd, J.
5.2.7. Framework
5.2.7.1. The Sharink framework: A holistic perspective on key categories of influences shaping individual perceptions of knowledge sharing. Schauer, A., Vasconcelos, A.C., Sen, B.
5.2.7.2. Competencies for knowledge management: Development and validation of a scale. Conchado, A., Carot, J.M., Bas, M.C.
5.2.7.3. Organizational knowledge, learning and memory - A perspective of an immune system. Huang, J.-J.
5.2.7.4. The tacit mystery: Reconciling different approaches to tacit knowledge. Muñoz, C.A., Mosey, S., Binks, M.
5.2.7.5. Strategies, decisions and operations for keeping exploitative and exploratory activities balanced. Hung Chen, H., Kang, H.-Y., Lee, A.H.I., Chen, S.
5.2.8. Gap
5.2.8.1. Outsourcing of knowledge processes: A literature review. Edvardsson, I.R., Durst, S.
5.2.9. Intangible assets
5.2.9.1. Intangibles: Theory, categories, and the Kozminski matrix. Spender, J.-C., Bednarz-ŁUczewska, P., Bordianu, A., Rohaert, S.
5.2.10. Literature review
5.2.10.1. Knowledge management and measurement: A critical review. Ragab, M.A.F., Arisha, A.
5.2.11. Managing knowledge
5.2.11.1. Towards a technological, organizational, and socio-technical well-balanced KM initiative strategy: A pragmatic approach to knowledge management. Grundstein, M.
5.2.12. Meta-analysis
5.2.12.1. SKO Types: An entity-based scientific knowledge objects metadata schema. Xu, H., Giunchiglia, F.
5.2.13. Model
5.2.13.1. Integrated model for implementation and development of knowledge management. Castillo, L.A.M., Cazarini, E.W.
5.2.14. Paradigm
5.2.14.1. The entropic intellectual capital model. Bratianu, C., Orzea, I.
5.2.15. Practice
5.2.15.1. A tenth anniversary assessment of Davenport and Prusak (1998/2000) Working Knowledge: Practitioner approaches to knowledge in organisations. Oliver, G.R.
5.2.16. Supply chain
5.2.16.1. Classification of supply chain knowledge: A morphological approach. Sudhindra, S., Ganesh, L.S., Arshinder, K.
5.2.17. Tacit knowledge
5.2.17.1. Trouble with tacit: Developing a new perspective and approach. Crane, L., Bontis, N.
5.2.18. Tools
5.2.18.1. Yamo: Yet another methodology for large-scale faceted ontology construction. Dutta, B., Chatterjee, U., Madalli, D.P.
5.2.18.2. Development of ontology from indian agricultural e-governance data using indowordnet: A semantic web approach. Sinha, B., Chandra, S., Garg, M.
5.2.18.3. Resolving authorization conflicts by ontology views for controlled access to a digital library. Dasgupta, S., Pal, P., Mazumdar, C., Bagchi, A.
5.2.18.4. An eduction model of disciplinary emergence: The ripples of knowledge management. Dulipovici, A., Baskerville, R.
5.2.19. Typology
5.2.19.1. Three shapes of organisational knowledge. van den Berg, H.A.
5.2.19.2. Building knowledge: Developing a knowledge-based dynamic capabilities typology. Denford, J.S.
5.2.20. Value
5.2.20.1. Dynamics of ultra-organizational co-opetition and circuits of knowledge: A knowledge-based view of value ecology. Carayannis, E.G., Depeige, A., Sindakis, S.
5.2.20.2. Knowledge management driven firm performance: The roles of business process capabilities and organizational learning. Wu, I.-L., Chen, J.-L.
5.3. Mixed-method
5.3.1. Citation analysis
5.3.1.1. Citation classics published in Knowledge Management journals. Part II: studying research trends and discovering the Google Scholar Effect. Serenko, A., Dumay, J.
5.3.1.2. A citation and co-citation analysis of 10 years of KM theory and practices. Walter, C., Ribière, V.
5.3.2. Discipline
5.3.2.1. The intellectual core and impact of the knowledge management academic discipline. Serenko, A., Bontis, N.
5.3.3. Frequency
5.3.3.1. 10 years of KM theory and practices. Ribière, V., Walter, C.
5.3.4. Knowledge Management System (KMS)
5.3.4.1. The review of approaches to knowledge management system studies. Matayong, S., Mahmood, A.K.
5.3.5. Literature review
5.3.5.1. The construct of absorptive capacity in knowledge management and intellectual capital research: Content and text analyses. Mariano, S., Walter, C.
5.3.5.2. Knowledge-based development research: A comprehensive literature review 2000-2010. Ergazakis, K., Metaxiotis, K., Askounis, D.
5.3.6. Networks
5.3.6.1. Semantic network edges: A humanmachine approach to represent typed relations in social networks. Miller, M.
5.3.7. Ranking
5.3.7.1. Global ranking of knowledge management and intellectual capital academic journals: 2013 update. Serenko, A., Bontis, N.
5.3.8. Teams
5.3.8.1. Knowledge management in teams: Empirical integration and development of a scale. Singh, R.M., Gupta, M.
6. Innovation
6.1. Quantitative
6.1.1. Creation
6.1.1.1. Synthesizing seeming incompatibilities to foster knowledge creation and innovation. Zelaya-Zamora, J., Senoo, D.
6.1.2. External knowledge
6.1.2.1. The interaction between external and internal knowledge sources: An open innovation view. Díaz-Díaz, N.L., de Saá-Pérez, P.
6.1.3. HR
6.1.3.1. An empirical study on the relationships between knowledge management, knowledge-oriented human resource practices and innovation. Donate, M.J., Guadamillas, F.
6.1.4. Manufactoring sector
6.1.4.1. Knowledge management: A key determinant in advancing technological innovation? Lee, V.-H., Leong, L.-Y., Hew, T.-S., Ooi, K.-B.
6.1.5. Model
6.1.5.1. Vertical relationships, complementarity and product innovation: An intellectual capital-based view. Delgado-Verde, M., Martín De Castro, G., Navas-López, J.E., Amores-Salvadó, J.
6.1.6. Practice
6.1.6.1. Knowledge management practices for innovation: A multinational corporation’s perspective. Jiménez-Jiménez, D., Martínez-Costa, M., Sanz-Valle, R.
6.1.7. Product
6.1.7.1. Linking human, technological, and relational assets to technological innovation: Exploring a new approach. Castro, G.M.-D., Delgado-Verde, M., Amores-Salvadó, J., Navas-López, J.E.
6.1.8. SMEs
6.1.8.1. Web knowledge sharing and its effect on innovation: An empirical investigation in SMEs. Soto-Acosta, P., Colomo-Palacios, R., Popa, S.
6.1.8.2. Critical elements for product innovation at Portuguese innovative SMEs: An intellectual capital perspective. Costa, R.V., Fernández-Jardon Fernández, C., Figueroa Dorrego, P.
6.1.9. Substructure
6.1.9.1. Substructures of perceived knowledge quality and interactions with knowledge sharing and innovativeness: A sensemaking perspective. Yoo, D.K.
6.2. Qualitative
6.2.1. Collaborative system
6.2.1.1. Knowledge management in supporting collaborative innovation community capacity building. An, X., Deng, H., Chao, L., Bai, W.
6.2.2. External knowledge
6.2.2.1. External knowledge acquisition and innovation output: An analysis of the moderating effect of internal knowledge transfer. Segarra-Ciprés, M., Roca-Puig, V., Bou-Llusar, J.C.
6.2.3. Networks
6.2.3.1. The role of social networks in knowledge creation. Nieves, J., Osorio, J.
6.2.4. Open innovation
6.2.4.1. Different practices for open innovation: A context-based approach. Bellantuono, N., Pontrandolfo, P., Scozzi, B.
6.2.5. Practice
6.2.5.1. Customer-centered knowledge management: Challenges and implications for knowledge-based innovation in the public transport sector. Sindakis, S., Depeige, A., Anoyrkati, E.
6.2.6. SMEs
6.2.6.1. Communities of practice, knowledge acquisition and innovation: A case study of science-based SMEs. Pattinson, S., Preece, D.
6.2.7. Strategy
6.2.7.1. Strategizing across boundaries: revisiting knowledge brokering activities in French innovation clusters. Castro, L.
6.2.8. Tools
6.2.8.1. Use of information and communication technology to support employee-driven innovation in organizations: A knowledge management perspective. Gressgård, L.J., Amundsen, O., Aasen, T.M., Hansen, K.
6.2.8.2. Solicitation of experts in an undetermined environment: the case of a polar exploration. Bootz, J.-P., Lievre, P., Schenk, E.
6.3. Mixed-method
6.3.1. Industry clusters
6.3.1.1. Industry clusters: An antidote for knowledge sharing and collaborative innovation? Connell, J., Kriz, A., Thorpe, M.
6.3.2. Interaction effect
6.3.2.1. Interaction with external agents, innovation networks, and innovation capability: The case of Uruguayan software firms. Saenz, J., Pérez-Bouvier, A.
6.3.3. Physical spaces
6.3.3.1. Physical environment as a source for innovation: Investigating the attributes of innovative space. Oksanen, K., Ståhle, P.