Embedding knowledge in Web documents
WWW '99 Proceedings of the eighth international conference on World Wide Web
Information and Management
Common Knowledge: How Companies Thrive by Sharing What They Know
Common Knowledge: How Companies Thrive by Sharing What They Know
Working Knowledge: How Organizations Manage What They Know
Working Knowledge: How Organizations Manage What They Know
Information resources project management communication: personal and environmental barriers
Journal of Information Science
Knowledge reuse in action: the case of CALL
Journal of Information Science
Fostering the determinants of knowledge transfer: a team-level analysis
Journal of Information Science
A Knowledge Management Success Model: Theoretical Development and Empirical Validation
Journal of Management Information Systems
The Effects of Information Technology Project Complexity on Group Interaction
Journal of Management Information Systems
General Perspectives on Knowledge Management: Fostering a Research Agenda
Journal of Management Information Systems
Using Mentoring and Storytelling to Transfer Knowledge in the Workplace
Journal of Management Information Systems
An exploratory model of knowledge flow barriers within healthcare organizations
Information and Management
Postimplementation Knowledge Transfers to Users and Information Technology Professionals
Journal of Management Information Systems
The role of knowledge management in achieving effective crisis management: a case study
Journal of Information Science
Knowledge networks in new product development projects: A transactive memory perspective
Information and Management
A multi-agent based knowledge search framework to support the product development process
International Journal of Computer Integrated Manufacturing
Case study: Constructing internal knowledge markets: considerations from mini cases
International Journal of Information Management: The Journal for Information Professionals
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Prior studies indicate that undesired consequences may occur if knowledge cannot be effectively shared among members of a project team. Nevertheless, there are few studies that explore the knowledge-sharing (KS) mechanisms used and the contingency factors affecting their application in the context of managing new product development projects that encounter changes in project scope. Therefore, in this research the principles of the contingency approach were adopted in order to examine the KS mechanisms used and the contingency factors affecting their use in this context via an in-depth case study. Three key KS mechanisms and three contingency factors affecting their application were identified based on the research results. The relationship between the KS mechanisms and the contingency factors is formalized in five propositions. Future research that examines the interrelationships among these contingency factors and how they collectively influence KS practices in similar contexts is encouraged.