Journal of Knowledge Management: Volume 16 Issue 6

Factors affecting knowledge management success: the fit perspective

Chun‐Ming Chang, Meng‐Hsiang Hsu, Chia‐Hui Yen

This study extends the viewpoint of “fit as holistic configurations” to explore how to use knowledge management (KM) processes and knowledge management system (KMS) capabilities…

Developing a corporate knowledge management strategy

Paul Oluikpe

The purpose of this paper is to explore the development of a knowledge management (KM) strategy at the Central Bank of Nigeria (CBN) and how this was embedded in the business…

Knowledge management in SMEs: a literature review

Susanne Durst, Ingi Runar Edvardsson

The aim of this paper is to review research on knowledge management in small and medium‐sized enterprises to identify gaps in the current body of knowledge, which justify future…

Knowledge management in MNCs: the importance of subsidiary transfer performance

Katarina Blomkvist

The aim of this paper is to shed light on how subsidiary willingness to transfer knowledge is influenced by formal control mechanisms from headquarters, and how this affects…

Knowledge sharing and innovation in Spanish and Colombian high‐tech firms

Josune Sáenz, Nekane Aramburu, Carlos E. Blanco

The aim of this paper is to empirically test the degree of influence of different knowledge sharing mechanisms (ICT‐based, personal interaction‐based, and embedded in management…

Bounded awareness and tacit knowledge: revisiting Challenger disaster

Ajith Kumar J., Amaresh Chakrabarti

This paper's aim is to highlight the relationship between individual tacit knowledge and bounded awareness in managerial decision making.

Using storytelling to elicit tacit knowledge from SMEs

Grafton Whyte, Selwyn Classen

This paper seeks to report on research investigating storytelling as a means of eliciting tacit knowledge from retiring subject matter experts (SMEs) within a large South African…

Teams as a sub‐process for knowledge management

John R. Turner, Tekeisha Zimmerman, Jeff M. Allen

Within the expansive body of literature on knowledge management, very little research is found that examines the use of teams as a sub‐process for knowledge management. This…