Organizational culture has a considerable impact on investment and acceptance of a new technology system such as knowledge management and especially it can be led to success or failure of knowledge management programs in organization. According to scientific evidences, human characteristics are effective on knowledge management and the process of knowledge management by people contains their pe...

This paper addresses a crucial issue which is central to technology management since it focuses on the role of R&D-related capabilities as determinants of export performance. Empirical evidence from 202 R&D intensive SMEs indicates that the more advanced stages of internationalization require broader, more aggressive and externally oriented R&D capabilities. Results suggest that more advanced e...

Product development is a knowled ge intensive process. It is widel y recognized as a m echanism that produces fi rms to learn, to enter new technological areas, and to deal more effectively with market uncertainty. Since technology management has beco me ingrained within the field of knowledge management, product development has be en viewed and studied from a knowledge management perspective. ...

The aim of this paper is to explore the meaning of ‘knowledge’ and ‘management’. It does so, through discussing the case study of a collaborative action-research project which worked with a post-merger organization. The paper takes a practice perspective (Brown and Diguid, 2001) and takes the reader through the post-merger attempts to manage the knowledge and capabilities constituting the new o...

The creation and the use of knowledge have been regarded as important issues for management. A wide range of studies have investigated this topic during the last decade. Notwithstanding these contributions, little systematic attention has been paid to the linkages between knowledge capabilities and strategy implementation. Drawing from knowledge capabilities theory and strategy implementation l...

We develop a differentiated productivity model of knowledge sharing in organizations that proposes that different types of knowledge have different benefits for task units. In a study of 182 sales teams in a management consulting company, we find that sharing codified knowledge in the form of electronic documents saved time during the task but did not improve work quality or signal competence t...

Despite the significance of the knowledge initiatives at project level, our understanding of knowledge transfer between projects and of its influencing factors remains limited. Drawing on knowledge transfer and project management literature, we develop a theoretical model positing that cross-project knowledge transfer is influenced by project teams' transfer capabilities, project teams' relatio...