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Developing knowledge management capabilities

Research output: Contribution to Journal/Magazine › Journal article › peer-review

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Developing knowledge management capabilities. / Sandhawalia, Birinder Singh; Dalcher, Darren.
In: Journal of Knowledge Management, Vol. 15, No. 2, 2011, p. 313-328.

Research output: Contribution to Journal/Magazine › Journal article › peer-review

Harvard

Sandhawalia, BS & Dalcher, D 2011, 'Developing knowledge management capabilities', Journal of Knowledge Management, vol. 15, no. 2, pp. 313-328. https://doi.org/10.1108/13673271111119718

APA

Sandhawalia, B. S., & Dalcher, D. (2011). Developing knowledge management capabilities. Journal of Knowledge Management, 15(2), 313-328. https://doi.org/10.1108/13673271111119718

Vancouver

Sandhawalia BS, Dalcher D. Developing knowledge management capabilities. Journal of Knowledge Management. 2011;15(2):313-328. doi: 10.1108/13673271111119718

Author

Sandhawalia, Birinder Singh ; Dalcher, Darren. / Developing knowledge management capabilities. In: Journal of Knowledge Management. 2011 ; Vol. 15, No. 2. pp. 313-328.

Bibtex

@article{177de1b125f04ae7be587c984bdd0150,
title = "Developing knowledge management capabilities",
abstract = "Purpose - Knowledge management (KM) needs a systematic approach to develop capabilities which accelerate the evolution of knowledge into a key organizational resource. This paper aims to address this issue. Design/methodology/appraoch - This paper reports the empirical findings of a case study offering insights into the infrastructure and process capabilities required to provide knowledge support for organizational routines and activities. Findings - It also presents a four-stage framework that helps to make sense of the development of capabilities during the implementation of KM initiatives. Practical implications - The research moves KM capability development from being a mere concept to being a clearly articulated set of stages, which underpin organizational growth. Originality/value - As above, the research moves KM capability development from being a mere concept to being a clearly articulated set of stages, which underpin organizational growth.",
author = "Sandhawalia, {Birinder Singh} and Darren Dalcher",
year = "2011",
doi = "10.1108/13673271111119718",
language = "English",
volume = "15",
pages = "313--328",
journal = "Journal of Knowledge Management",
issn = "1367-3270",
publisher = "Emerald Group Publishing Ltd.",
number = "2",

}

RIS

TY - JOUR

T1 - Developing knowledge management capabilities

AU - Sandhawalia, Birinder Singh

AU - Dalcher, Darren

PY - 2011

Y1 - 2011

N2 - Purpose - Knowledge management (KM) needs a systematic approach to develop capabilities which accelerate the evolution of knowledge into a key organizational resource. This paper aims to address this issue. Design/methodology/appraoch - This paper reports the empirical findings of a case study offering insights into the infrastructure and process capabilities required to provide knowledge support for organizational routines and activities. Findings - It also presents a four-stage framework that helps to make sense of the development of capabilities during the implementation of KM initiatives. Practical implications - The research moves KM capability development from being a mere concept to being a clearly articulated set of stages, which underpin organizational growth. Originality/value - As above, the research moves KM capability development from being a mere concept to being a clearly articulated set of stages, which underpin organizational growth.

AB - Purpose - Knowledge management (KM) needs a systematic approach to develop capabilities which accelerate the evolution of knowledge into a key organizational resource. This paper aims to address this issue. Design/methodology/appraoch - This paper reports the empirical findings of a case study offering insights into the infrastructure and process capabilities required to provide knowledge support for organizational routines and activities. Findings - It also presents a four-stage framework that helps to make sense of the development of capabilities during the implementation of KM initiatives. Practical implications - The research moves KM capability development from being a mere concept to being a clearly articulated set of stages, which underpin organizational growth. Originality/value - As above, the research moves KM capability development from being a mere concept to being a clearly articulated set of stages, which underpin organizational growth.

U2 - 10.1108/13673271111119718

DO - 10.1108/13673271111119718

M3 - Journal article

VL - 15

SP - 313

EP - 328

JO - Journal of Knowledge Management

JF - Journal of Knowledge Management

SN - 1367-3270

IS - 2

ER -