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Influencing knowledge sharing and hoarding in project-based firms
While all these factors are clearly influential, it is the authors’ contention that they are not easily separable but rather highly related. For example, contingencies such as industrial characteristics and the nature of the knowledge used often shape resource allocation, which in turn prioritizes incentive schemes. Birkinshaw et al. (2002) argues that system-embedded knowledge (i.e. knowledge that is a function of the social and physical system in which it exists) is a strong predictor of organizational structure. The success of KM systems is thus contingent upon the fit between the reward systems and the organizational roles, structure (formal and informal), along with sociocultural factors such as culture, power relations, norms, management philosophy and reward systems (Zack, 1999), as well as industry dynamics.
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Publication status
- Published
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RoutledgePages
256.0Book title
Knowledge management in project environmentsPlace of publication
LondonISBN
9780080455358Department affiliated with
- SPRU - Science Policy Research Unit Publications
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- No
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- No
Editors
Patrick Fong, Peter Love, Zahir IraniLegacy Posted Date
2019-12-09Usage metrics
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