Boland, R.J.J., and R.V. Tenkasi. (1995). Perspective making and perspective taking in communities of knowing. Organization Science 6(4): 350–372.
The authors offer an approach to facilitating knowledge work (new product and service development) by the design of electronic communication systems to support the work activity. Their emphasis is on the fostering of communication and collaboration rather than on the capture, storage, and retrieval of knowledge.
Brown, J.S., and P. Duguid. (1998). Organizing knowledge. California Management Review 3: 90–111.
The authors speak eloquently about the impact of organizational structure on knowledge building and knowledge use. They advocate social tools such as translators and knowledge brokers to bridge the gaps. They advocate information technology tools as a supplement only.
Davenport, T.H., and L. Prusak, L. (1998). Working knowledge: how organizations manage what they know. Boston, Harvard Business School Press.
The authors emphasize the need to use work processes to manage the organization’s knowledge.
Dyer, J.H., and H. Singh. (1998). The relational view: cooperative strategy and sources of inter-organizational competitive advantage. Academy of Management Review 23(4): 660–679.
The authors describe how organizations can cooperate effectively to both gain new knowledge and protect their own proprietary knowledge.
Fahey, L., and L. Prusak. (1998). The eleven deadliest sins of knowledge management. California Management Review 3: 265–276.
The summary of “sins” is derived from their years of study of overall organizational knowledge management competence across industries.
Hellstrom, T., U. Malmqvist et al. (2001). Knowledge brokerage in a software engineering firm—towards a practical model for managing knowledge work in social networks. A report from the Institute for management of innovation and technology. Chalmers Institute of Technology, Gothenburg, Sweden, IMIT WP:2001_118. Antal sidor: 24.
The paper outlines the case for decentralized management of knowledge work. The authors argue that top-down perspectives on knowledge have dominated management initiatives but have failed to provide the benefits of a decentralized system founded in organizational cultural norms and work routines.
Marsh, J.G. (1991). Exploration and exploitation in organizational learning. Organization Science 2(1): 16.
The paper argues that organizations that focus on exploitation of what they know to the exclusion of the exploration of what they might learn may reap benefits in the short term but will likely suffer competitively in the long term.
O’Dell, C., and C.J. Grayson. (1998). If only we knew what we know: identification and transfer of best practices. California Management Review 40(3) (Spring): 154–173.
This paper summarized the findings of several studies about knowledge management success and failure across an array of organizations. Powell, W.W., K.W. Koput, and L. Smith-Doerr. (1996). Interorganizational collaboration and the locus of innovation: networks of learning in biotechnology. Administrative Science Quarterly 41: 116–145.
The paper describes how knowledge-sharing networks enable knowledge sharing in the biotechnology industry.
von Hippel, E. (1988). The sources of innovation. New York, Oxford University Press.
The author describes how innovation is facilitated and enhanced. von Krough, G., K. Ichigo et al. (2000). Enabling knowledge creation: how to unlock the mystery of tacit knowledge and release the power of innovation. New York, Oxford University Press.
The authors suggest the problem of knowledge sharing stems from distributed and diverse interests of organizational members rather than a problem with tools and infrastructure.