Journal of Knowledge Management: Volume 23 Issue 6

Good problem solvers? Leveraging knowledge sharing mechanisms and management support

Ambra Galeazzo, Andrea Furlan

Organizational learning relies on problem-solving as a way to generate new knowledge. Good problem solvers should adopt a problem-solving orientation (PSO) that analyzes the…

Investigating the effects of psychological empowerment and interpersonal conflicts on employees’ knowledge sharing intentions

Wei-Tsong Wang, Yi-Shun Wang, Wan-Ting Chang

The purpose of this paper is to investigate how different forms of interpersonal conflicts and employees’ psychological empowerment may affect knowledge sharing intentions…

Leveraging procurement-related knowledge through a fuzzy-based DSS: a refinement of purchasing portfolio models

Davide Aloini, Riccardo Dulmin, Valeria Mininno, Pierluigi Zerbino

This paper aims to model a decision support system (DSS) that could overcome the oversimplified, subjective, compensatory decision logic of extant purchasing portfolio models…

Evaluating the role of social capital, tacit knowledge sharing, knowledge quality and reciprocity in determining innovation capability of an organization

Anirban Ganguly, Asim Talukdar, Debdeep Chatterjee

Knowledge sharing has become an integral part of organizations’ business strategies, along with aiding organizations to grow and innovate in the market, and gain competitive…

Enabling and leveraging ambidexterity: influence of strategic orientations and knowledge stock

Indu Ramachandran, Cynthia A. Lengnick-Hall, Vishag Badrinarayanan

This paper aims to develop and empirically test a framework articulating the effects of strategic orientations (entrepreneurial orientation and market orientation) on leveraging…

The influence of team psychological safety on team knowledge creation: a study with French and American engineering teams

Peter Cauwelier, Vincent Michel Ribiere, Alex Bennet

This paper aims to explore the impact of team psychological safety and team learning on the creation of team knowledge. When teams engage in learning, their interactions…

How organizations implement new practices in dynamic context: role of deliberate learning and dynamic capabilities development in health care units

Shashank Mittal

Organizations learn semi-automatically through experience or consciously through deliberate learning efforts. As there seems to be a “black-box” in the possible linkages between…

Analyzing dynamic capability in teamwork

Rodrigo Valio Dominguez Gonzalez, Tatiana Massaroli Melo

This study aims to analyze the relationship between the intrinsic characteristics of the teams that perform specialized industrial services in multi-units and dynamic capability.

Does humility facilitate knowledge sharing? Investigating the role of humble knowledge inquiry and response

Amitabh Anand, Isabelle Walsh, Sandra Moffett

Despite the strong focus on virtues in firms, humility is little recognized in the management literature and, more particularly in the literature about knowledge sharing (KS)…