Access the full text.
Sign up today, get DeepDyve free for 14 days.
Anil Gupta, V. Govindarajan (2000)
Knowledge Management’s Social Dimension: Lessons from Nucor SteelMIT Sloan Management Review, 42
J. Liedtka (1999)
Linking Competitive Advantage with Communities of PracticeJournal of Management Inquiry, 8
D. Cooper, Pamela Schindler (1980)
Business Research Methods
Ahn-Sook Hwang (2003)
Training strategies in the management of knowledgeJ. Knowl. Manag., 7
Meng Li, F. Gao (2003)
Why Nonaka highlights tacit knowledge: a critical reviewJ. Knowl. Manag., 7
(2001)
Sharing best practices globally’
P. Phillips, L. Moutinho (1999)
Measuring strategic planning effectiveness in hotelsInternational Journal of Contemporary Hospitality Management, 11
F. Olivera (2000)
Memory Systems In Organizations: An Empirical Investigation Of Mechanisms For Knowledge Collection, Storage And AccessJournal of Management Studies, 37
L. Argote (1999)
Organizational Learning: Creating, Retaining and Transferring Knowledge
Jozef Loermans (2002)
Synergizing the learning organization and knowledge managementJ. Knowl. Manag., 6
S. Debowski (2005)
Knowledge Management
Chan Seng, E. Zannes, R. Pace (2002)
The Contributions of Knowledge Management to Workplace LearningJournal of Workplace Learning, 14
M. Maher (2000)
Diagnosing and Changing Organizational Culture: Based on the Competing Values FrameworkJournal of Organizational Change Management, 13
Karl-Erik Sveiby, R. Simons (2002)
Collaborative climate and effectiveness of knowledge work - an empirical studyJ. Knowl. Manag., 6
Karl-Erik Sveiby (2001)
A KNOWLEDGE-BASED THEORY OF THE FIRM TO GUIDE IN STRATEGY FORMULATIONJournal of Intellectual Capital, 2
P. Phillips (1999)
Hotel performance and competitive advantage: a contingency approachInternational Journal of Contemporary Hospitality Management, 11
R. Brislin (1976)
Comparative Research Methodology: Cross-Cultural StudiesInternational Journal of Psychology, 11
M. Mulvenna, F. Zambonelli, K. Curran, C. Nugent (2005)
Knowledge Networks
Nory Jones, R. Herschel, Douglas Moesel (2003)
Using "knowledge champions" to facilitate knowledge managementJ. Knowl. Manag., 7
Morten Hansen (2002)
Special Issue: Knowledge, Knowing, and Organizations: Knowledge Networks: Explaining Effective Knowledge Sharing in Multiunit CompaniesOrgan. Sci., 13
I. Caddy, J. Guthrie, Richard Petty (2001)
Managing Orphan Knowledge: Current Australasian Best PracticeJournal of Intellectual Capital, 2
T. Davenport, L. Prusak (1998)
Working knowledge: how organizations manage what they knowUbiquity, 2000
J. Hair, Rolph Anderson, Ronald Tatham (1979)
Multivariate Data Analysis with ReadingsJournal of The Royal Statistical Society Series A-statistics in Society, 151
M.T. Hansen
Knowledge networks: explaining effective knowledge sharing in multiunit companies
Manfred Bornemann, M. Sammer (2003)
Assessment methodology to prioritize knowledge management related activities to support organizational excellenceMeasuring Business Excellence, 7
J.A.C. Baum, P. Ingram
Survival‐enhancing learning in the Manhattan hotel industry, 1898‐1980
Joel Baum, P. Ingram (1998)
Survival-enhancing learning in the Manhattan hotel industryManagement Science
Peter Marks, P. Polak, Scott McCoy, D. Galletta (2008)
Sharing knowledgeCommun. ACM, 51
R. Spinello (1998)
The knowledge chainBusiness Horizons, 41
G. Petrash (1996)
Dow's journey to a knowledge value management cultureEuropean Management Journal, 14
S. Goh (2002)
Managing effective knowledge transfer: an integrative framework and some practice implicationsJ. Knowl. Manag., 6
Jen-te Yang (2004)
Job-related knowledge sharing: comparative case studiesJ. Knowl. Manag., 8
Purpose – The purpose of this study is to empirically investigate the extent to which knowledge sharing and organizational learning affect organizational effectiveness. Design/methodology/approach – The research samples have been drawn from all levels of employees in the organizational hierarchy of international tourist hotels in Taiwan. The questionnaires were distributed to 1,200 participants across nine international tourist hotels in Taiwan. These hotels are globally managed or franchised by international groups of hotels and resorts. Findings – Of 499 usable questionnaires, the results suggest that knowledge sharing would facilitate the transformation of collective individual knowledge to organizational knowledge without the existence of orphaned knowledge and knowledge depreciation. Furthermore, this would result in the advancement of organizational learning and eventually, the enrichment of organizational effectiveness. Practical implications – The more individual intellectual capital is transferred to organizational assets, the greater the degree of strength of organizational capabilities will become. If organizations do not implant mechanisms for storing that all employees collectively learn, effects are not enduring. There would furthermore be a limited contribution to organizational learning. Originality/value – This study contributes to KM literature that suffers from a paucity of research on the empirical examination of this subject.
Journal of Knowledge Management – Emerald Publishing
Published: Apr 10, 2007
Keywords: Knowledge sharing; Organizational effectiveness; Learning organizations; Taiwan
Read and print from thousands of top scholarly journals.
Already have an account? Log in
Bookmark this article. You can see your Bookmarks on your DeepDyve Library.
To save an article, log in first, or sign up for a DeepDyve account if you don’t already have one.
Copy and paste the desired citation format or use the link below to download a file formatted for EndNote
Access the full text.
Sign up today, get DeepDyve free for 14 days.
All DeepDyve websites use cookies to improve your online experience. They were placed on your computer when you launched this website. You can change your cookie settings through your browser.