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Cited by 1,608Knowledge Management and SharingInnovation and Knowledge ManagementTeam Dynamics and Performance

Knowledge sharing in organizations: A conceptual framework

Ipe, Minu·2003·Human Resource Development Review
DOI 10.1177/1534484303257985
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Abstract

Knowledge is now being seen as the most important strategic resource in organizations, and the management of this knowledge is considered critical to organizational success. If organizations have to capitalize on the knowledge they possess, they have to understand how knowledge is created, shared, and used within the organization. Knowledge exists and is shared at different levels in organizations. This article examines knowledge sharing at the most basic level; namely, between individuals in organizations. Based on a review of existing literature in this area, this article presents a model that identifies factors that most significantly influence knowledge sharing at this level.

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Crossref · 10.1177/1534484303257985

Cites

95 of 95 references verified0 citation errors · 0 not checkable

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Each is checked against this paper’s own text: does it say what the citing paper says it does?

  • The ability of an organization to use and leverage knowledge is heavily dependent on its Human Resources, which create, share and use knowledge.

    “The ability of an organization to use and leverage the knowledge is heavily dependent on its Human Resources, which are effectively who creates, shares and uses that knowledge.”

    From Linking knowledge management, organizational learning and memory (2020) · cites this paper as Ipe, 2003

  • Sharing is important for the interconnection between knowledge at the individual level and organizational level, and between knowledge and learning at both levels.

    “It is also recognized the importance of sharing for the interconnection between the knowledge at the individual level and organizational level, knowledge and learning both levels (Ipe, 2003).”

    From Linking knowledge management, organizational learning and memory (2020) · cites this paper as Ipe, 2003

  • If a culture of knowledge sharing is not promoted, there is a risk that if the individual leaves the organization, the organization loses this specific knowledge or the knowledge is not properly taken advantage of since it is no longer accessible to others.

    “If not promoted a culture of knowledge sharing, the risk, if the individual leaves the Organization, to lose this specific knowledge or the risk of this knowledge not being properly taken advantage of since it is no longer accessible to others (Ipe, 2003).”

    From Linking knowledge management, organizational learning and memory (2020) · cites this paper as Ipe, 2003

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Authors
Ipe, M.
Affiliations
University of Minnesota (US)
Corresponding author
Ipe, Minu
Venue
Human Resource Development Review
Publisher
SAGE Publications
Published
2003-12
Volume
2
Issue
4
Pages
337-359
ISSN
  • 1534-4843 (ISSN-L)
  • 1552-6712
DOI
10.1177/1534484303257985
OpenAlex
W1974197419
Cited by
1,608
References
95
Citations by year
2026: 49 · 2025: 49 · 2024: 79 · 2023: 105 · 2022: 122 · 2021: 130 · 2020: 133 · 2019: 113 · 2018: 98 · 2017: 103 · 2016: 101 · 2015: 102 · 2014: 88 · 2013: 81 · 2012: 62
FWCI
29.70
Type
journal article
Language
en
Open access
closed
Licence
journals.sagepub.com/page/policies/text-and-data-mining-license (tdm)
Locations
Human Resource Development Review (publishedVersion)
Topics
  • Social Sciences › Communication › Knowledge Management and Sharing
  • Social Sciences › Business, Management and Accounting › Strategy and Management › Innovation and Knowledge Management
  • Social Sciences › Psychology › Social Psychology › Team Dynamics and Performance
Keywords
knowledge sharing, knowledge management, knowledge production, knowledge application, knowledge as strategic resource, conceptual framework

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Registry, retraction, Cites and statistics results are computed, not judged, with one exception: a printed reference that no index lists is read once by a model before it counts as a citation error. Claims are extracted by a model and kept only when their quote appears verbatim in the text; each cited source is then checked, with a model’s help, for whether it says what the claim relies on. Those verdicts can be wrong — read the claim’s quote and the cited source before relying on one.

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