مقاله انگلیسی رایگان در مورد تاثیر فرهنگ سازمانی در انتقال دانش – وایلی 2018

Over the past five decades or so, the knowledge management literature has been deepened by various scholarly thoughts and constructs. In the 1960s, Polanyi, one of the early thinkers provoked a philosophical underpinning by his famous quote: “we can know more than we can tell” (Polanyi, 1966). The 1990s received a renewed scholarly attention on the field when a host of scholars enriched the discourse with diverse perspectives on how knowledge could lead to innovation, development, and change. Galtung and Vincent (1992) perceived information and knowledge as important drivers of economy and social power, and others including Senge (1990); Drucker (1995); Nonaka and Takeuchi (1995); Davenport, De Long, and Beers (1998) underlined the need for knowledge management as a new paradigm and a central strategic tool to organizational performance. Recent literature continue to underpin the role of knowledge management in innovation through integration and networking (Alexander, Neyer, & Huizingh, 2016; Cappelli & Montobbio, 2016; Galunic, Sengupta, & Petriglieri, 2014; Liana, Phillips‐Wen, & Jain, 2016; Llopis & Foss, 2016; Matysiewicz & Smyczek, 2016). For public sector reformists, knowledge management has generated significant interest in the post‐new public management era (Tangaraja, Mohd Rasdi, Ismail, & Abu Samah, 2015). Sandhu, Jain, and bte Ahmad (2011) perceived managing knowledge as a central resource for government services to improve public governance and service delivery. However, as Zhang and Ng (2012) observe, organizations are not able to create knowledge by themselves because knowledge is created by individuals and argue that leveraging knowledge is only doable when individuals are ready to share their knowledge with others. Therefore, determining which factors promote individuals’ knowledge transfer (Van den Hooff & de Ridder, 2004) constitute an important area of research. To explore the question further, Ives, Torrey, & Gordon (2003) examined what are the elements that effectively influence organizational knowledge transfer and found that these are organizational structure, culture, processes, strategy, and information technology