The Electronic Journal of Knowledge Management publishes original articles on topics relevant to studying, implementing, measuring and managing knowledge management and intellectual capital.

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Journal Issue
Volume 17 Issue 1 / Apr 2019  pp1‑99

Editor: Ettore Bolisani

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Knowledge Sharing and Organizational Culture Dimensions: Does Job Satisfaction Matter?  pp1‑18

Wioleta Kucharska, Denise. A. D. Bedford

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The Strength of Trust Over Ties: Investigating the Relationships between Trustworthiness and Tie‑Strength in Effective Knowledge Sharing  pp19‑33

M. Max Evans, Ilja Frissen, Chun Wei Choo

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The purpose of this research is to better understand the interaction between notable structural and relational factors, which positively influence organizational knowledge sharing. Specifically, to investigate the effects of multiple dimensions of trust (i.e., competence‑, integrity‑, benevolence‑based perceived trustworthiness) on the relationship between tie‑strength and effective knowledge sharing. Knowledge sharing was examined in two ways, first through the knowledge receiver’s perception of how useful the shared knowledge was, and second through their willingness to use that knowledge. Willingness to use was further classified into explicit and tacit forms of knowledge. A total of 275 surveys were collected from legal professionals, working on projects, at one of Canada’s largest law firms. Data were analyzed using linear regression, mediation, and moderator analyses. The study revealed four main findings. The first was that strong ties lead to the receipt of useful knowledge. Second, both competence‑ and integrity‑based trustworthiness strongly mediated the link between strong ties and receipt of useful knowledge. Third, when trust was taken into account, any positive effect of strong ties on the receipt of useful knowledge was removed. Fourth, the mediating effect of competence‑based trustworthiness was of similar magnitude for willingness to use explicit and tacit knowledge. Practical implications suggest organizations should cultivate competence‑ and integrity‑based trustworthiness and develop networks consisting of both weak and strong ties, balancing network density and range. 


Keywords: Trust, Knowledge sharing, Social Capital, Networks, Tacit knowledge, Knowledge workers


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Knowledge and Innovation: an Empirical Analysis of Firm’s Organization in the Baltic Countries  pp34‑48

Annunziata de Felice, Antonella Biscione, Isabella Martucci

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Knowledge Creation in a Participatory Design Context: The use of Empathetic Participatory Design  pp49‑65

Stephen Kyakulumbye, Shaun Pather, Mmaki Jantjies

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Further Insight into Knowledge Transfer in Post‑acquisition Integration: A Case Study in a MNE  pp66‑78

Sylva Žáková Talpová

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Toward a Deeper Understanding of Competitive Knowledge Assets  pp79‑88

Scott Erickson, Helen N. Rothberg

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The Times They are (Not?) A‑Changing: Recent Trends of Knowledge Management Literature  pp89‑99

Ettore Bolisani, Enrico Scarso

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