Discourses of knowledge across global networks: What can be learnt about knowledge leadership from the ATLAS collaboration?

Mabey, Christopher; Nicholds, Alyson

doi:10.1016/j.ibusrev.2014.05.007

Cited by 16 publications

(12 citation statements)

References 67 publications

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“…We also know that knowledge transfer is the process through which one party is affected by the experience of another [29], and that when knowledge takes a tacit form, then knowledge transfer will not be as effective [30]. "Knowledge is usually defined as a justified belief that increases an entity's capacity to take effective action" [31].…”

Section: Factors Impacting Knowledge Disseminationmentioning

confidence: 99%

“…Disseminative capability [20], [25], [30], [33], [42] 10 Knowledge transfer success [20], [21], [29] Relevant to projects, but more an outcome of knowledge dissemination 11…”

Section: Factors Impacting Knowledge Disseminationmentioning

confidence: 99%

“…Scale of tacit knowledge [20], [30], [36] 16 Explicit knowledge [20], [30], [36] 17 Culture (diversity, learning, distance, environment) [20], [21], [24], [25], [30], [33], [38], [39] Source credibility [33], [42] 27 Shared understanding [30], [33], [35], [36], [38], [39] 28 Motivation [21], [23], [25], [33] 29 Organisation's commitment [21], [25], [33], [42] 30 Organisation's communication [21], [24], [25], [29], [33], [35], [39], [45], [47] combined in Factor 3…”

mentioning

confidence: 99%

“…Technology & tools [24], [25], [30], [39], [41]- [44], [46] 32 Organisational climate [21], [29], [37], [42], [43], [47] combined in Factor 17 33 Team size [24], [25], [30], [37], [43] …”

mentioning

confidence: 99%

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Factors That Impact Knowledge Dissemination in Projects

Prinsloo

Waveren

Chan

2017

SAJIE

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Knowledge dissemination, as part of the knowledge exchange process, is particularly challenging in any project environment due to the temporary nature of projects. Although several studies in the earlier literature studied the factors that influence knowledge exchange, very few examined them from the 'knowledge push' perspective. This study aims, therefore, to highlight the critical factors that impact knowledge dissemination in a project environment. This empirical research found ten critical factors, such as individual experience, trust, source credibility, shared understanding, motivation, and articulability. These individual factors seem to have a dominant influence on knowledge dissemination from the view point of the knowledge source. OPSOMMINGKennisverspreiding, as deel van die kennis uitruilproses, is besonders uitdagend in enige projek omgewing as gevolg van die tydelike aard van die projekte. Alhoewel verskeie studies in die literatuur die faktore wat kennis uitruiling beïnvloed, bestudeer het, is daar min studies wat dit vanuit ŉ "kennisuitstoot" perspektief oorweeg. Hierdie artikel lig dus om die kritiese faktore wat kennis verspreiding in ŉ projek omgewing beïnvloed, uit. Hierdie empiriese navorsing het tien faktore identifiseer, onder andere individuele ervaring, vertroue, bronbetroubaarheid, gedeelde verstaan, motivering en artikuleerbaarheid. Hierdie individuele faktore blyk om ŉ dominante invloed op die kennis verspreiding vanuit die oogpunt van kennisbron te hê.

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Section: Factors Impacting Knowledge Disseminationmentioning

confidence: 99%

“…Disseminative capability [20], [25], [30], [33], [42] 10 Knowledge transfer success [20], [21], [29] Relevant to projects, but more an outcome of knowledge dissemination 11…”

Section: Factors Impacting Knowledge Disseminationmentioning

confidence: 99%

mentioning

confidence: 99%

“…Technology & tools [24], [25], [30], [39], [41]- [44], [46] 32 Organisational climate [21], [29], [37], [42], [43], [47] combined in Factor 17 33 Team size [24], [25], [30], [37], [43] …”

mentioning

confidence: 99%

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Factors That Impact Knowledge Dissemination in Projects

Prinsloo

Waveren

Chan

2017

SAJIE

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“…The knowledge management as well as leadership studies (Mabey & Nicholds, 2015) have improved the performance of leaders with global reach organizations and their workforces of mobilization. The self-governing and the perceptions (Lee, Martin, Thomas, Guillaume & Maio, 2015) of leadership is viewed by the impact on the global collaboration.…”

Section: Introductionmentioning

confidence: 99%

The Principle Analysis of Perception and Collaboration Between Leader and Follower in Leadership

Ara¹

2015

HSS

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Due to scientific applications and its intricacy, political Work and Social Developments are one of the most challenging research fields of natural world. In this study we have to develop the focus on the perception and collaboration of leader member exchange which constrained by social reality. It is assumed that the perceived quality of the relationship is not only related to the actual quality of the relationship, but also to follower's expectancies and preferences. However, little is known about person characteristics that are related to leader member perceptions. This study also seeks to examine how far followers' leadership related characteristics are related to the perception of leader member. The main objective of the paper has to identify the effective leadership contributes to the transformation of this reality through the initiation of structure that mobilizes and redirects a group's identity-based social power.

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Paradigms in Qualitative IB Research: Trends, Analysis and Recommendations

Aguzzoli,

Lengler,

Miller

et al. 2024

Manag Int Rev

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This paper examines trends, challenges and opportunities in terms of research methodologies in qualitative IB research. In particular, it examines trends for the dominant (positivism/(post)positivism) paradigm versus alternative paradigms (i.e., social constructivism, critical realism and interpretivism) and provides a comparative analysis of data collection and methods. Using mixed methods to collect and analyze data on qualitative articles published in International Business Review, Journal of International Business Studies, Journal of World Business, and Management International Review, we examine trends and differences between the dominant and alternative paradigms and use qualitative content analysis to investigate how alternative paradigm papers are conceptualized and presented. Moreover, we interview authors of non-positivist papers to gain in-depth understanding of the findings. We reveal differences across the paradigms and provide evidence of paradigmatic fit between methods and data collection techniques for the dominant paradigm, but more variation for alternative paradigms. Lastly, we provide prescriptions for IB scholars in terms of methodology diversity and how complex IB phenomena can be pursued vis-a-vis alternative paradigms.

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Discourses of knowledge across global networks: What can be learnt about knowledge leadership from the ATLAS collaboration?

Cited by 16 publications

References 67 publications

Factors That Impact Knowledge Dissemination in Projects

Factors That Impact Knowledge Dissemination in Projects

The Principle Analysis of Perception and Collaboration Between Leader and Follower in Leadership

Paradigms in Qualitative IB Research: Trends, Analysis and Recommendations

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