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...SR activities will negatively affect firm financial performance [43].s2.4. Intellectual CapitalsIntellectual capital is one of the most important intangible resources for creating value for ascompany =-=[44,45]-=-. According to Brooking [46], intellectual capital is the combination of intangible assets,swhich enables the company to function. Stewart [47] defined intellectual capital as “packaged usefulsknowled...

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... the role of KMS usage for managing acquired knowledge for each combination of partner and domain. Social capital to different external exchange partners Customers Suppliers R&D partners Knowledge stock Market knowledge Technological knowledge Process knowledge Product knowledge Organizational knowledge Knowledge management systems usage for managing acquired knowledge Communities/ professional organization Friendship communities Fig. 1. Research Model 2.1 Knowledge Stock As described in Moos et al. [53] the knowledge stock of a firm represents the level of knowledge assets of an organization [33] and comprises different domains. Literature on inter-organizational cooperation emphasizes many categories of knowledge predominantly highlighting market and technological knowledge [e.g., 51]. Market knowledge is externally oriented and comprises knowledge about an organization’s external environment in terms of actual and potential future markets a firm is engaged in. It is also knowledge about industry information [67] and different partners [55]. Technological knowledge refers mostly to the technological competence of a firm [41] and to the ability to recognize new technologies [5]. Examp...

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...quires close interactions in order to develop a shared understanding that helps individuals to utilize others’ distinctive knowledge (Hansen, 1999; Hansen, Mors, and Løvås, 2005; Lam, 2000). Contextual information being conveyed during the interactions is helpful for the recipients to meaningfully comprehend and accurately interpret the tacit knowledge of the senders. Moreover, experience sharing can help individuals to understand each others’ thinking process and develop corresponding “interpretive schemes” that facilitate the assimilation and interpretation of the tacit knowledge of others (Haas & Hansen, 2005; Hansen, 1999; Markus, 2001). Based on the above arguments, we adopt the latter viewpoint that tacit knowledge sharing is viable, although it would be costly and takes long time. When reviewing the literature in leading journals in the disciplines of strategic management, organizational studies, and information systems, it shows that scales measuring tacit knowledge sharing in existing research are largely fragmented and from different angles. Viewing tacit and explicit knowledge as two ends of a continuum, some measure the extent of tacitness of information/knowledge, such as whether it woul...

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...ledge Management Volume 1, Issue 1, 2013 136 Knowledge Sharing Researchers have found that individuals are the prime movers of knowledge creation within organizations (Nonaka, 1994). In agreement with Nonaka (1994), other researchers suggested that knowledge sharing is key within organizations due to the increasing recognition that tacit knowledge provides individuals within a reference team or in other teams the ability to learn from each other (Haas & Hansen, 2005; Marouf, 2007). Quinn, Anderson, and Finkelstein (1996) suggested the value of knowledge increases as it is shared. Importantly, Haas and Hansen (2005) suggested that past knowledge-sharing research focused on causes and impediments, but not as much on how knowledge sharing results in individual or team performance. They also found that a limited amount of research has been conducted linking individual knowledge sharing to the organizational knowledge gained (Hass & Hansen, 2005). Grant (1996) identified knowledge sharing as one major challenge in organizational knowledge management. However, Nonaka and Konno (1998) suggested that organizational members could absorb new knowledge from their colleagues to be leveraged by organizations. Other ...

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...fication and integration of explicit and tacit knowledge, organizational leaders play an essential role (Nonaka and Takeuchi, 1995). This role is based on stimulating a firm’s members to voluntarily transfer and applying their talent and ongoing experience for knowledge creation and sustained organizational competitiveness (Yang, 2007, p. 530). Leaders should thus contribute to propel KM by encouraging experimentation PAGE 894 j JOURNAL OF KNOWLEDGE MANAGEMENTj VOL. 15 NO. 6 2011 and facilitating knowledge sharing through empowerment, coaching and trust (Bollinger and Smith, 2001; Roth, 2003; Haas and Hansen, 2005). A number of studies have analyzed organizational leaders from a KM perspective, although limited empirical evidence has been contributed showing relationships among KM processes, leadership and innovation. Following von Krogh et al. (2011), the studies regarding leadership in KM can basically be divided into style theory, and prescriptive theory for leadership action. The style theory holds the assumption that certain specific styles are more suitable than others for supporting KM activities, i.e. leaders should have certain qualities or behaviors, playing roles such as ‘‘innovator’’, ‘‘ment...

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...in experience on the probability of successful project delivery or quality performance for high and low levels of PMTF (one standard deviation above the mean and zero prior experience, respectively) (=-=Haas and Hansen 2005-=-; Hoetker 2007). Figures 2a and 2b present the impact of PM experience in related verticals and PM experience in unrelated verticals, respectively, on effort adherence for high and low values of PMTF....