۴ ﺖﺳﻮﻴﭘ - پورتال شرکت ملی صنایع...
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Title: PH.D Thesis 1. Information and communication system and technology planning as a means
of using knowledge: Application to ULPGC 2. Using domain-specific knowledge in support vector machines 3. Expertise, disagreement, and bad things: Turbulent knowledge amidst
organizational stress in engineering R&D4. Development of a knowledge management (KM) model in large-scale
international space science projects (LISSPs) 5. Understanding the rhythms of email processing strategies in a network of
knowledge workers 6. An empirical study of knowledge management in the government and
nonprofit sectors: Organizational culture composition and its relationship with knowledge management success and the approach for knowledge flow
7. An exploratory study of the effect of national culture on knowledge management factors, expectations and practices: A cross-cultural analysis of Taiwanese and United States perceptions
8. Interaction effects of strategic decision models and business intelligence tools on knowledge generation in manufacturing firms
9. Building knowledge strategies for research and development 10. Effects of work integration and knowledge integration in integrated product
development 11. Communities of practice and the support of core competency knowledge in
the information technology consulting firm 12. A framework for developing knowledge maps for a not-for-profit firm: A case
study 13. A framework for developing knowledge maps for a not-for-profit firm: A case
study 14. Knowledge management: An analysis of knowledge integrator effectiveness
in managing organizational knowledge 15. A Bayesian network model of knowledge-based authentication 16. How national institutions influence firms' knowledge-building alliance
strategies: A longitudinal study of fuel cell technology development 17. EDEA: An expert knowledge-based tool for performance measurement 18. Social networks and knowledge management systems use in IT services 19. Enhancing the implementation and use of groupware technologies and
knowledge management practices: The integration of a technology-enabled change process through the examination of 'cognitive frames'
20. Managers' knowledge exposure: Learning of technology 21. Implementing knowledge management to support executive decision-making
in a joint military environment: Key enablers and obstacles 22. A tool for accessing corporate intranets to increase the productivity of mobile
knowledge workers: An evaluation of a handheld wireless device 23. An automatic text mining framework for knowledge discovery on the Web 24. An evaluation of the effectiveness of interview techniques in the elicitation of
tacit knowledge for requirements engineering in small software projects 25. Language- and domain-independent knowledge maps: A statistical phrase
indexing approach 26. Facilitating knowledge discovery by integrating bottom-up and top-down
knowledge sources: A text mining approach 27. Concept matching in informal node-link knowledge representations 28. Value at your fingertips: Converting a decision support system's knowledge
into business value
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29. Automating knowledge flows by extending conventional information retrieval and workflow technologies
30. Augmenting knowledge reuse using collaborative filtering systems 31. Assessment of CII knowledge implementation at the organizational level 32. An examination of the effects of cultural, climatic, structural, and
technological factors on knowledge management effectiveness 33. Creating knowledge in a geographically dispersed context: Process and
moderating variables 34. A knowledge-based approach to predicting innovation outcomes of high-
technology mergers and acquisitions 35. Knowledge boundary spanning in virtual teams 36. The complex process of planned organizational change: Developing a model
of knowledge, activity, and communication networks37. Knowledge integration in software teams: An analysis of team, project, and
IT-related issues 38. Knowledge integration: A new approach to the role of middle management 39. Technological innovation and knowledge creation: A study of the enabling
conditions and processes of knowledge creation in collaborative R&D projects
40. Knowledge, transferability cost, and transaction cost in MNC: A reconsideration of internalization theory
41. Empirical evaluation of classical behavioral theories with respect to the motivation of older knowledge workers
42. Feature construction, selection and consolidation for knowledge discovery 43. Assessing knowledge management initiative successes as a function of
organizational culture 44. An assessment of the state of knowledge transfer in health services: A
framework and health services case study 45. A study of impediments to knowledge sharing between Defense Department
contracting organizations 46. Knowledge management systems and patenting 47. The drama of knowledge transfer in a merger environment: A case study 48. Knowledge management strategies and firm performance 49. Sourcing knowledge: Collaboration, firm acquisition and the knowledge-
based view of the firm 50. Anatomy of knowledge: A grounded theory investigation towards a
knowledge emergence model for high-tech organizations 51. A multi-level examination of the role of middle managers in developing
absorptive capacity: Towards a theory of knowledge utilization in organizations
52. Integrating knowledge management into market orientation: Impact on hotel performance
53. Mining static and dynamic structural patterns in networks for knowledge management: A computational framework and case studies
54. Should they share or not? An investigation on the use of communication and knowledge sharing technology in a police organization
55. The relationship among cultural distance, social ties, and tacit knowledge sharing in a multinational corporation
56. Agent based buddy finding methodology for knowledge sharing 57. Developing effective knowledge management systems 58. Institutional research as the catalyst for the extent and effectiveness of
knowledge-management practices in improving planning and decision-
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making in higher education organizations 59. Knowledge required to achieve entrepreneurial success 60. Managers' knowledge of equal employment opportunity (EEO) and risk
management 61. Reputation and technological knowledge sharing among R&D scientists in
the multidivisional, multinational firm 62. The impact of alternative search mechanisms on the effectiveness of
knowledge retrieval 63. A study of the relationship between improving the management of projects
and the use of knowledge management 64. Making knowledge visible to encourage knowledge sharing 65. The efficacy of a safety training course on changes in supervisorial staff
safety attitudes and knowledge at a major central California newspaper publisher
66. Knowledge, attitudes, and behaviors of management personnel toward carpal tunnel syndrome
67. Self-reported knowledge level of registered dietitians in healthcare management for competencies rated important by healthcare administrators
68. The impact of national culture on the effectiveness of inter-organizational knowledge transfer
69. The impact of knowledge creation and utilization processes on the effectiveness of innovation
70. Organizational socialization and knowledge integration of newcomers: The role of anticipated tenure
71. A study of the relationship between consumers' risk perception, information, and knowledge to assess product safety, business policies, and government regulation: Wireless cellular phone uncertainty as a public health hazard
72. Encoding personal tacit knowledge: A field study of systems analysts 73. Determinants of cross-national knowledge sourcing and its effect on firm
innovation 74. Electronic information intermediation and knowledge-intensive work
processes: An exploratory study in the clinical decision-making context 75. Knowledge integration in integrated product development 76. Mapping national knowledge networks: Scientists, firms, and institutions in
biotechnology in the United States and France 77. Knowledge, technology, and inter-firm collaboration: A model and empirical
study of collaborative commerce 78. An assessment of the relationship between organizational culture and
continuous knowledge management initiatives 79. The impact of technological innovation on the information systems' software
knowledge workers 80. Knowledge management across projects 81. The sustenance and retention of knowledge capacity within the American
corporate organization 82. Cooperative knowledge behavior in high tech organizations: Examining the
relationship between employee perceptions of the employment game, cooperative knowledge behavior and firm performance
83. Work teams, knowledge production and learning: A critical analysis of quality improvement processes
84. An exploratory study to identify operational knowledge assets from intangible value drivers in the high tech sector
85. Satisfying user needs: A knowledge-based development framework and decision model for fast-paced development
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86. Sharing knowledge: Sharing and managing knowledge among Department of Defense consultants
87. A study exploring managers' knowledge sharing strategies through the learning styles of Experiential Learning Theory
88. Factors contributing to user choice between codification and personalization-based knowledge management systems: A task-technology fit perspective
89. The impact of knowledge management technologies on learning within organizations: An empirical analysis
90. Propensity for knowledge sharing: An organizational justice perspective 91. Geographic agglomeration, knowledge spillovers, and competitive evolution 92. A conceptual framework for making knowledge actionable through capital
formation 93. Knowledge sharing networks in professional complex systems: An
exploratory study of knowledge exchange among hospital administrators, physicians, and coders in a changing environment of hospital quality measurement and reporting
94. Embedded knowledge, embedded information systems: A resource-based perspective on the systems integration process during a corporate merger
95. Organizational learning from international business affiliations: Effects of the effective and efficient transfer of knowledge on firm performance
96. The value of integration, measurement systems, and application of knowledge in supply management to organization performance
97. International knowledge, reputation and new venture internationalization: The impact of intangible resources attained through internal and external sources
98. Essays on knowledge sharing 99. Identifying critical skills, knowledge, and attributes of army personnel
assigned to leadership positions: A case study utilizing a mixed methodology 100. A comparative study of task domain analysis to enhance organizational
knowledge management: Systems thinking and Goldratt's thinking processes 101. Strategic alignment: A knowledge management approach to crisis
management 102. Inter-organizational knowledge transfer difficulty: The influence of
organizational network type, absorptive capacity, causal ambiguity and outcome ambiguity
103. Israeli expatriate managers: An empirical study on knowledge transfer and retention
104. A non-traditional way to manage change: Collapsing hierarchy temporarily to allow for collective knowledge work
105. Knowledge transfer in multinational enterprises: A language and information processing view
106. Knowledge acquisition and creation in the portfolio of international strategic alliances
107. Knowledge management and characteristics 108. Technological clusters and sources of knowledge for innovation 109. Mining and undermining knowledge: A dialectical analysis of knowledge
management in a professional services firm 110. Modeling and simulation of knowledge worker attention for evaluation of
email processing strategies 111. The impacts of knowledge-based resources and organizational routines on
the amount and value of knowledge: A knowledge creation model 112. European Union-United States knowledge networks in sience and
technology: Analyzing trans-Atlantic public-private research collaboration 113. A qualitative inquiry into the influences that evoke leaders' use of self-
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knowledge in relation to leadership performance 114. Facilitating knowledge transfer in organizations 115. The relationships between tacit and explicit knowledge management
strategies and methodologies and firm financial and innovation outcomes 116. Social capital and knowledge integration in virtual teams 117. Why and when do knowledge management alliances create value? 118. Impact of corporate venture capital on knowledge creation in corporate
investors 119. An analysis of the value of implementing knowledge management 120. A knowledge-based view of the venture creation process: How technology
entrepreneurs mix knowledge to create radical innovation 121. A behavior systems analysis approach to designing a high-impact knowledge
management system 122. Creating organizational knowledge during transformational change: A multi-
site case study using an action theory approach 123. Impact of social ties on knowledge transfer within multinational corporations 124. Strategic human resource management and knowledge-creation capability:
Examining the black box between HR and firm performance 125. Hybrid modes of licensing and interfirm knowledge transfer 126. Building indigenous firm capabilities in an emerging economy: Knowledge
and cooperation in Brazilian industry 127. Cross-functional teams in the public sector: Team characteristics and team
member knowledge, skills and ability relationships to the effectiveness of the team
128. The comparison of knowledge management practices between public and private organizations: An exploratory study
129. Moral maturity and the knowledge management firm 130. Leadership in a knowledge society: An examination of the relationship
between perceptions of leadership and knowledge management actions using a social action theory approach
131. Influences on the performance of organizational knowledge transfer 132. Postindustrial leadership theory: An exploration into knowledge-intensive
organizations 133. Synergistic leadership: The leadership paradigm for the knowledge-based
global socio-economy 134. Organizational characteristics, knowledge management strategy, enablers,
and process capability: Knowledge management performance in United States software companies
135. The knowledge advantage: Tracing and testing the impact of knowledge characteristics and relationship ties on project performance
136. The impact of experiential knowledge and creativity on performance of international project
137. Use of knowledge management as a learning transfer platform 138. Knowledge capitalization for development: Prioritizing the relative dominance
of drivers for intellectual entrepreneuring in the tertiary knowledge industry 139. Radical organizational change and organizational memory systems: A
qualitative case study of tacit and explicit knowledge 140. Antecedents and effects of information technology use in emergent
knowledge process 141. Collaboration technology support for knowledge conversion in virtual teams 142. Managing intellectual capital: Knowledge management and professional
development in public relations firms
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143. Project organization, diverse knowledge, and innovation systems in the Korean game software industry
144. A multidimensional model for building knowledge assets: Applying socio-technical systems to online action research
145. A measure of knowledge sharing behavior: Scale development and validation
146. Antecedents and impacts of knowledge management practices supported by information technology: An empirical study in manufacturing context
147. Knowledge management for independent high-tech consulting planning 148. Bureaucracy and total quality management: A sociological theory of clashing
systems, moralities, and knowledge methods 149. The impact of organizational culture, structure, and strategy on knowledge
management effectiveness and organizational effectiveness 150. The nature of tacit knowledge and the nature of the expert: Tacit knowledge
retention at the Tennessee Valley Authority 151. An empirical study of the relationship between knowledge management and
information technology infrastructure capability in the management consulting industry
152. Unmasking barriers to knowledge sharing using a communication framework 153. American expatriates: An inquiry examining knowledge transfer and
acquisition 154. Subsidiary performance in MNCs: The influences of absorptive capacity and
social capital on knowledge transfer 155. A contingency model of knowledge and learning in organizations 156. Assessing cultural impact: A case study in supporting a knowledge
management practice 157. Communities of innovation: Three essays on new knowledge development 158. Knowledge Management Maturity Model: Theoretical development and
preliminary empirical testing 159. Comparative analyses of knowledge management practices in a United
States of America high-technology multi-national corporation located in China and high technology firms in the United States Silicon Valley
160. Knowledge management and intellectual capital 161. Self-perceived communication strategies used by women law enforcement
leaders to share knowledge 162. An empirical study of factors affecting successful implementation of
knowledge management 163. Portals in the glass ceiling: The role of surreptitious knowledge in the
leadership advancement of high-potential middle management women 164. The storyteller as knowledge transfer agent: Facilitating transformational
learning in the adult classroom 165. Essays on the replication of organizational routines: The effect of templates
on knowledge transfer, the mechanisms underlying knowledge transfer methods, and variation through replication
166. Development of a knowledge-based theory of information and its application in computer-aided decision-making
167. Determinants of foreign market entry modes of international franchisers: A knowledge-based framework
168. Linking properties of knowledge and knowledge network topology with performance
169. Conflicts around knowledge management: Connecting complexity, conflict, and knowing to support knowledge-focused work
170. Toward a knowledge management view of electronic business: Introduction
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and investigation of the knowledge chain model for competitive advantage 171. Determinants of knowledge sharing behaviors: Developing and testing an
integrated theoretical model 172. Formal and informal collective learning systems: Understanding the
emergent flow of knowledge 173. Knowledge flow and value creation: Integrating structural embeddedness
and knowledge embeddedness in alliance networks 174. Knowledge management and organizational culture: A social action
perspective 175. Knowledge management to support distributed cognition and behavior in
knowledge-intensive and computer-mediated work: A manufacturing perspective
176. The praxis of knowledge sharing in organizations: A case study 177. Knowledge structures of a traditional organization and a nontraditional
organization in a government environment: A comparative case study 178. Knowledge, incentives, and productivity 179. An analysis of internal knowledge transfer in multinational firms 180. Results-based-management: A case study on the transfer of management
knowledge to the Trees and Markets program at the World Tree Centre (Ecoagri) Mali, Timbuktu
181. Sharing knowledge in organizations: How people use media to communicate 182. Managers' experiential learning: An examination of the relationship between
personality and tacit knowledge 183. Toward a multilevel knowledge transfer paradigm: Acquiring engineering
capabilities in the Chinese automotive industry184. The effect of an integrated knowledge management architecture on
organizational performance and impact. The case of the World Bank 185. Quality management practices and organizational knowledge management:
A quantitative and qualitative investigation 186. The valuation of internal versus external knowledge: How competition within
organizations focuses knowledge search beyond the organizational boundary
187. Increasing knowledge worker receptivity to organizational memory concepts and initiatives through participation in the Organizational Memory Awareness Game
188. Interorganizational knowledge networks: The case of the biotechnology industry
189. Knowledge-sharing leadership: Sharing of knowledge in relation to leadership
190. Rethinking user participation in information systems development: A knowledge perspective
191. Supply chain management knowledge and organizational structure 192. New knowledge creation dynamics in multidisciplinary teams: In search of
innovation practices 193. Managing knowledge assets in organizations: Role of incentives and
information systems 194. Nuclear weapons and daily deadlines: The energy and tension of flow in
knowledge work 195. Knowledge management and its capabilities linked to the business strategy
for organizational effectiveness 196. Knowledge integration in integrated product development: The role of team
vision, mutual trust, and mutual influence on shared knowledge in product development performance
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197. Development and validation of a prototype Web-based knowledge approach supporting an increase in accelerated learning-for-knowing competence
198. Knowledge competency acquisition in the knowledge economy: Links to firm performance
199. Acquisition of technological knowledge from alliance partners: The role of the organizational knowledge interface
200. An empirical examination of factors influencing work-unit knowledge management effectiveness in organizations
201. Knowledge management repositories: Supporting knowledge work and activity in organizations
202. Learning and knowledge management in corporate entrepreneurship: Portfolio-level and product-level determinants of launch in continuous new product development
203. Dynamics of evaluation use as organizational knowledge. The case of the World Bank
204. A study of the effects of affect-based trust and cognition-based trust on intra-organizational knowledge sharing and use
205. Linking learner autonomy and conditions for learning in the workplace: Knowledge management systems as organizing circumstances
206. Stories of knowledge management: Exploring coherence in a community of practice
207. Ethical implications of retiring Baby Boomers and the implications for the knowledge gap within organizations: An exploratory investigation
208. Bridging knowledge gaps: Knowledge sharing and learning practices in virtual development teams
209. A comparative study: The effect of strategic alliances on knowledge creation capabilities and organizational climate measures
210. Consuming work, producing self: Market discourse in dispersed knowledge work
211. The effects of membership change and expertise on knowledge and identification in work groups
212. Exploring the practices of knowledge sharing between projects: An investigation of the dimensions of what, when, and how knowledge is shared
213. Knowledge protection and partner selection in R&D alliances 214. Knowledge management in times of change: Tacit and explicit knowledge
transfers 215. Learning, knowledge-sharing and expertise management in project-based
knowledge work 216. Knowledge acquisition and transfer in product development: A comparative
case study 217. Science and management: Popular knowledge, work, and authority in the
twentieth-century United States 218. Creating contexts for tacit knowledge sharing in virtual teams: The role of
socialization 219. Telling more of what we know: Examining the social processes of knowledge
creation and innovation 220. Supporting business by facilitating organizational learning and knowledge
creation in the MOT community of practice (CoP) 221. Learning to change: Organizational learning and knowledge transfer 222. Building and leveraging knowledge capabilities through cross-border
acquisitions: The effect of the multinational corporation's capabilities and knowledge strategy on the degree of equity ownership
223. Superordinate social identity, knowledge demonstrability, and knowledge
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transfer across groups 224. The exploration of the relationship between Taiwanese executive leadership
style and knowledge management practice in Mainland China 225. The role of project manager and team member knowledge, skills and abilities
(KSAs) in distinguishing virtual project team performance outcomes 226. Business and knowledge strategies: Alignment and performance impact
analysis 227. The determinants of corporate innovativeness: A cross-national knowledge
perspective 228. Analysis of resource-sharing decisions in dyadic collaborative knowledge
creation: A game-theoretic approach 229. A study of the knowledge acquisition preferences of CEOs of fast-growing
companies 230. Antecedents and effects of knowledge sharing in teams: A field study 231. Knowledge search in multinational organizations: Building and leveraging
knowledge networks 232. Buying knowledge: An examination of mergers and acquisitions as tools for
competency growth in technology firms233. Determinants of group effectiveness: The effect of group learning and
knowledge conversion of the relationship between group stewardship and group effectiveness
234. The role of knowledge in information technology project governance 235. The role of organizational climate in the use of knowledge management
systems to support problem-solving 236. Examining the relationship between research and development resource
flows and knowledge-based capabilities: Integrating resource-based and organizational learning theory
237. The impact of asymmetric technical knowledge and information on a firm's R&D sourcing decision
238. Knowledge transfer: Learning linkages between angels and entrepreneurs 239. The practice of knowledge management and its impact on New Mexico small
and mid-sized organizations240. Knowledge sharing in a human resource community of practice 241. Essays on multinational R&D, intellectual property rights, and knowledge
spillover 242. Managerial knowledge and learning in biotechnology firms 243. Harnessing intellectual capital: A study of organizational knowledge transfer 244. Acting on what others know: Distributed knowledge and team performance 245. Designing a knowledge management system: A sensemaking perspective 246. Increase of organizational performance in complex knowledge-intensive
industries through the employment of IT applications 247. The locus of knowledge: The implications of the individual and mobility on
organizational knowledge building 248. Social structure, knowledge sharing, and project performance in open source
software development 249. A research model for collaborative knowledge management practice, supply
chain integration and performance250. Limitations to inter-organizational knowledge acquisition: The paradox of
corporate venture capital 251. Knowledge management systems' success in knowledge-based
organizations: An empirical validation utilizing the DeLone and McLean IS Success Model
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252. Harnessing the power of knowledge at the United States Army War College 253. Creating a dynamic knowledge management maturity continuum for
increased enterprise performance and innovation 254. Strategic storytelling: The development of a guidebook for HRD practitioners
implementing storytelling as a business strategy for learning and knowledge transfer
255. Casting the net: A multimodal network perspective on knowledge sharing 256. Acquisition of knowledge and knowledge of acquisitions 257. The nature and significance of the executive doctoral scholar-practitioner of
organizational development and change: A morphogenetic account of theory-practice linkages for the achievement of scholarly knowledge and business results
258. Sensemaking and knowledge creation: How organizations learn through industrial accident team investigations
259. Unacknowledged privilege: Setting the stage for discrimination in organizational settings
260. A field study on the impact of peer mentoring on organizational knowledge creation and sharing
261. Structure of a firm's knowledge base and the effectiveness of technological search
262. Cross-boundary knowledge sharing: A case study of building the Multi-Purpose Access for Customer Relations and Operational Support (MACROS) system
263. Acquiring and exploiting knowledge: The two faces of diversification 264. An empirical study of the relationship between organizational controls,
capabilities, and performance: The management of knowledge 265. An approach to user knowledge and product architecture for knowledge
lifecycle 266. Rise of intelligent organizations: Using BI tools to build knowledge capital 267. Knowledge creation and strategy formation in a public, nonprofit healthcare
organization: A descriptive case study 268. Establishing accountability systems in collaborative knowledge-work 269. An exploratory study on interorganizational knowledge sharing in an
information system implementation environment 270. A knowledge-based view of international acquisition performance 271. An empirical study of the antecedents of board activism: Knowledge
domains, independence, and effort norms 272. The evolution and intellectual development of knowledge management 273. Opportunity acknowledgement as a cognitive process of pattern recognition
and structural alignment 274. An examination of the relationships among leadership behaviors, knowledge
sharing, and organization's marketing effectiveness in professional service firms that have been engaged in strategic alliances
275. Knowledge nomads: Commitment at work 276. The effects of prior knowledge and hyperlinks on learning from a
computerized aid 277. Emotional intelligence: A predictive or descriptive construct in ascertaining
leadership style or a new name for old knowledge? 278. Performance effects of corporate diversification: Roles of knowledge
resources, knowledge management capability and information technology 279. Modeling the dynamics of organizational knowledge 280. Strategic knowledge, social structure, and middle management activities: A
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study of strategic renewal 281. Tacit knowledge in the workplace: The facilitating role of peer relationships 282. Knowledge management infrastructure systems development and the
catalysis of knowledge management processes in Web-based virtual organizations
283. Knowledge management for technological innovation in organizations: The fusion process for creating intellectual capital
284. Sharing and cultivating tacit knowledge in an e-learning environment: A naturalistic study
285. The effects of institutional environment upon innovation and performance: Collaborative external knowledge strategies in the cellular telephone industry
286. An investigation of activities related to knowledge management and their impacts on competitiveness
287. Exploring aspects of knowledge management that contribute to the passion expressed by its thought leaders
288. An experimental investigation of the influences of superficial appearance cues and product knowledge on service provider evaluations of customers
289. Information technology use in the electronic age: An examination of knowledge work from the theoretical perspective of legitimate peripheral participation
290. Knowledge exploitation, open science, and firm strategy in a changing intellectual property rights environment
291. Networks of knowledge and communication: Innovation in the Calgary wireless cluster
292. Public perception, attitudes and general knowledge of women's boxing in central Las Vegas
293. Cross-border transfer of organizational knowledge: A two-country comparison
294. Investigating the relationship between knowledge management capability and knowledge transfer success
295. Assessing the reliability and validity of the network engagement questionnaire: Can engagement predict knowledge use in a community of practice?
296. Intentional modeling for enterprise architecture: Managing knowledge about "why" to support change
297. An inquiry into the stategic rationale for implementing knowledge management (KM)
298. Does training or knowledge change the perception of employee empowerment in the telecommunications industry
299. Measuring knowledge use in organizations300. A knowledge management policy for a learning organization 301. Employee participation in organizationally maintained knowledge sharing
activities 302. Food safety knowledge of grocery store managers 303. Trade secrecy in a knowledge-based economy 304. A knowledge-based approach to predicting innovation outcomes of high-
technology mergers and acquisitions 305. Knowledge boundary spanning in virtual teams 306. The complex process of planned organizational change: Developing a model
of knowledge, activity, and communication networks 307. Knowledge integration in software teams: An analysis of team, project, and
IT-related issues
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308. Knowledge integration: A new approach to the role of middle management 309. Technological innovation and knowledge creation: A study of the enabling
conditions and processes of knowledge creation in collaborative R&D projects
310. Knowledge, transferability cost, and transaction cost in MNC: A reconsideration of internalization theory
311. Empirical evaluation of classical behavioral theories with respect to the motivation of older knowledge workers
312. Feature construction, selection and consolidation for knowledge discovery 313. Assessing knowledge management initiative successes as a function of
organizational culture 314. An assessment of the state of knowledge transfer in health services: A
framework and health services case study 315. A study of impediments to knowledge sharing between Defense Department
contracting organizations 316. Knowledge management systems and patenting 317. The drama of knowledge transfer in a merger environment: A case study 318. Knowledge management strategies and firm performance 319. Sourcing knowledge: Collaboration, firm acquisition and the knowledge-
based view of the firm 320. Anatomy of knowledge: A grounded theory investigation towards a
knowledge emergence model for high-tech organizations 321. A multi-level examination of the role of middle managers in developing
absorptive capacity: Towards a theory of knowledge utilization in organizations
322. Integrating knowledge management into market orientation: Impact on hotel performance
323. Mining static and dynamic structural patterns in networks for knowledge management: A computational framework and case studies
324. Should they share or not? An investigation on the use of communication and knowledge sharing technology in a police organization
325. The relationship among cultural distance, social ties, and tacit knowledge sharing in a multinational corporation
326. Agent based buddy finding methodology for knowledge sharing 327. Developing effective knowledge management systems 328. Institutional research as the catalyst for the extent and effectiveness of
knowledge-management practices in improving planning and decision-making in higher education organizations
329. Knowledge required to achieve entrepreneurial success 330. Managers' knowledge of equal employment opportunity (EEO) and risk
management 331. Reputation and technological knowledge sharing among R&D scientists in
the multidivisional, multinational firm 332. The impact of alternative search mechanisms on the effectiveness of
knowledge retrieval 333. A study of the relationship between improving the management of projects
and the use of knowledge management334. Making knowledge visible to encourage knowledge sharing 335. The efficacy of a safety training course on changes in supervisorial staff
safety attitudes and knowledge at a major central California newspaper publisher
336. Knowledge, attitudes, and behaviors of management personnel toward
۴پيوست
carpal tunnel syndrome 337. Self-reported knowledge level of registered dietitians in healthcare
management for competencies rated important by healthcare administrators 338. The impact of national culture on the effectiveness of inter-organizational
knowledge transfer 339. The impact of knowledge creation and utilization processes on the
effectiveness of innovation 340. Organizational socialization and knowledge integration of newcomers: The
role of anticipated tenure 341. A study of the relationship between consumers' risk perception, information,
and knowledge to assess product safety, business policies, and government regulation: Wireless cellular phone uncertainty as a public health hazard
342. Encoding personal tacit knowledge: A field study of systems analysts 343. Determinants of cross-national knowledge sourcing and its effect on firm
innovation 344. Electronic information intermediation and knowledge-intensive work
processes: An exploratory study in the clinical decision-making context 345. Knowledge integration in integrated product development 346. Mapping national knowledge networks: Scientists, firms, and institutions in
biotechnology in the United States and France 347. Knowledge, technology, and inter-firm collaboration: A model and empirical
study of collaborative commerce 348. An assessment of the relationship between organizational culture and
continuous knowledge management initiatives 349. The impact of technological innovation on the information systems' software
knowledge workers 350. Knowledge management across projects 351. The sustenance and retention of knowledge capacity within the American
corporate organization 352. Cooperative knowledge behavior in high tech organizations: Examining the
relationship between employee perceptions of the employment game, cooperative knowledge behavior and firm performance
353. Work teams, knowledge production and learning: A critical analysis of quality improvement processes
354. An exploratory study to identify operational knowledge assets from intangible value drivers in the high tech sector
355. Satisfying user needs: A knowledge-based development framework and decision model for fast-paced development
356. Sharing knowledge: Sharing and managing knowledge among Department of Defense consultants
357. A study exploring managers' knowledge sharing strategies through the learning styles of Experiential Learning Theory
358. Factors contributing to user choice between codification and personalization-based knowledge management systems: A task-technology fit perspective
359. The impact of knowledge management technologies on learning within organizations: An empirical analysis
360. Propensity for knowledge sharing: An organizational justice perspective 361. Geographic agglomeration, knowledge spillovers, and competitive evolution 362. A conceptual framework for making knowledge actionable through capital
formation 363. Knowledge sharing networks in professional complex systems: An
exploratory study of knowledge exchange among hospital administrators, physicians, and coders in a changing environment of hospital quality
۴پيوست
measurement and reporting 364. Embedded knowledge, embedded information systems: A resource-based
perspective on the systems integration process during a corporate merger 365. Organizational learning from international business affiliations: Effects of the
effective and efficient transfer of knowledge on firm performance 366. The value of integration, measurement systems, and application of
knowledge in supply management to organization performance 367. International knowledge, reputation and new venture internationalization: The
impact of intangible resources attained through internal and external sources 368. Essays on knowledge sharing 369. Identifying critical skills, knowledge, and attributes of army personnel
assigned to leadership positions: A case study utilizing a mixed methodology 370. A comparative study of task domain analysis to enhance organizational
knowledge management: Systems thinking and Goldratt's thinking processes371. Strategic alignment: A knowledge management approach to crisis
management 372. Inter-organizational knowledge transfer difficulty: The influence of
organizational network type, absorptive capacity, causal ambiguity and outcome ambiguity
373. Israeli expatriate managers: An empirical study on knowledge transfer and retention
374. A non-traditional way to manage change: Collapsing hierarchy temporarily to allow for collective knowledge work
375. Knowledge transfer in multinational enterprises: A language and information processing view
376. Knowledge acquisition and creation in the portfolio of international strategic alliances
377. Knowledge management and characteristics 378. Technological clusters and sources of knowledge for innovation 379. Mining and undermining knowledge: A dialectical analysis of knowledge
management in a professional services firm 380. Modeling and simulation of knowledge worker attention for evaluation of
email processing strategies 381. The impacts of knowledge-based resources and organizational routines on
the amount and value of knowledge: A knowledge creation model 382. European Union-United States knowledge networks in sience and
technology: Analyzing trans-Atlantic public-private research collaboration 383. A qualitative inquiry into the influences that evoke leaders' use of self-
knowledge in relation to leadership performance 384. Facilitating knowledge transfer in organizations385. The relationships between tacit and explicit knowledge management
strategies and methodologies and firm financial and innovation outcomes 386. Social capital and knowledge integration in virtual teams 387. Why and when do knowledge management alliances create value? 388. Impact of corporate venture capital on knowledge creation in corporate
investors 389. An analysis of the value of implementing knowledge management 390. A knowledge-based view of the venture creation process: How technology
entrepreneurs mix knowledge to create radical innovation 391. A behavior systems analysis approach to designing a high-impact knowledge
management system 392. Creating organizational knowledge during transformational change: A multi-
۴پيوست
site case study using an action theory approach 393. Impact of social ties on knowledge transfer within multinational corporations 394. Strategic human resource management and knowledge-creation capability:
Examining the black box between HR and firm performance 395. Hybrid modes of licensing and interfirm knowledge transfer 396. Building indigenous firm capabilities in an emerging economy: Knowledge
and cooperation in Brazilian industry 397. Cross-functional teams in the public sector: Team characteristics and team
member knowledge, skills and ability relationships to the effectiveness of the team
398. The comparison of knowledge management practices between public and private organizations: An exploratory study
399. Moral maturity and the knowledge management firm 400. Leadership in a knowledge society: An examination of the relationship
between perceptions of leadership and knowledge management actions using a social action theory approach
401. Influences on the performance of organizational knowledge transfer 402. Postindustrial leadership theory: An exploration into knowledge-intensive
organizations 403. Synergistic leadership: The leadership paradigm for the knowledge-based
global socio-economy 404. Organizational characteristics, knowledge management strategy, enablers,
and process capability: Knowledge management performance in United States software companies
405. The knowledge advantage: Tracing and testing the impact of knowledge characteristics and relationship ties on project performance
406. The impact of experiential knowledge and creativity on performance of international project
407. Use of knowledge management as a learning transfer platform 408. Knowledge capitalization for development: Prioritizing the relative dominance
of drivers for intellectual entrepreneuring in the tertiary knowledge industry 409. Radical organizational change and organizational memory systems: A
qualitative case study of tacit and explicit knowledge 410. Antecedents and effects of information technology use in emergent
knowledge process 411. Collaboration technology support for knowledge conversion in virtual teams 412. Managing intellectual capital: Knowledge management and professional
development in public relations firms 413. Project organization, diverse knowledge, and innovation systems in the
Korean game software industry 414. A multidimensional model for building knowledge assets: Applying socio-
technical systems to online action research 415. A measure of knowledge sharing behavior: Scale development and
validation 416. Antecedents and impacts of knowledge management practices supported by
information technology: An empirical study in manufacturing context 417. Knowledge management for independent high-tech consulting planning 418. Bureaucracy and total quality management: A sociological theory of clashing
systems, moralities, and knowledge methods 419. The impact of organizational culture, structure, and strategy on knowledge
management effectiveness and organizational effectiveness420. The nature of tacit knowledge and the nature of the expert: Tacit knowledge
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retention at the Tennessee Valley Authority 421. An empirical study of the relationship between knowledge management and
information technology infrastructure capability in the management consulting industry
422. Unmasking barriers to knowledge sharing using a communication framework 423. American expatriates: An inquiry examining knowledge transfer and
acquisition 424. Subsidiary performance in MNCs: The influences of absorptive capacity and
social capital on knowledge transfer 425. A contingency model of knowledge and learning in organizations 426. Assessing cultural impact: A case study in supporting a knowledge
management practice 427. Communities of innovation: Three essays on new knowledge development 428. Knowledge Management Maturity Model: Theoretical development and
preliminary empirical testing 429. Comparative analyses of knowledge management practices in a United
States of America high-technology multi-national corporation located in China and high technology firms in the United States Silicon Valley
430. Knowledge management and intellectual capital 431. Self-perceived communication strategies used by women law enforcement
leaders to share knowledge 432. An empirical study of factors affecting successful implementation of
knowledge management 433. Portals in the glass ceiling: The role of surreptitious knowledge in the
leadership advancement of high-potential middle management women 434. The storyteller as knowledge transfer agent: Facilitating transformational
learning in the adult classroom 435. Essays on the replication of organizational routines: The effect of templates
on knowledge transfer, the mechanisms underlying knowledge transfer methods, and variation through replication
436. Development of a knowledge-based theory of information and its application in computer-aided decision-making
437. Determinants of foreign market entry modes of international franchisers: A knowledge-based framework
438. Linking properties of knowledge and knowledge network topology with performance
439. Conflicts around knowledge management: Connecting complexity, conflict, and knowing to support knowledge-focused work
440. Toward a knowledge management view of electronic business: Introduction and investigation of the knowledge chain model for competitive advantage
441. Determinants of knowledge sharing behaviors: Developing and testing an integrated theoretical model
442. Formal and informal collective learning systems: Understanding the emergent flow of knowledge
443. Knowledge flow and value creation: Integrating structural embededness and knowledge embededness in alliance networks
444. Knowledge management and organizational culture: A social action perspective
445. Knowledge management to support distributed cognition and behavior in knowledge-intensive and computer-mediated work: A manufacturing perspective
446. The praxis of knowledge sharing in organizations: A case study 447. Knowledge structures of a traditional organization and a nontraditional
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organization in a government environment: A comparative case study 448. Knowledge, incentives, and productivity 449. An analysis of internal knowledge transfer in multinational firms 450. Results-based-management: A case study on the transfer of management
knowledge to the Trees and Markets program at the World Tree Centre (Ecoagri) Mali, Timbuktu
451. Sharing knowledge in organizations: How people use media to communicate 452. Managers' experiential learning: An examination of the relationship between
personality and tacit knowledge 453. Toward a multilevel knowledge transfer paradigm: Acquiring engineering
capabilities in the Chinese automotive industry 454. The effect of an integrated knowledge management architecture on
organizational performance and impact. The case of the World Bank 455. Quality management practices and organizational knowledge management:
A quantitative and qualitative investigation 456. The valuation of internal versus external knowledge: How competition within
organizations focuses knowledge search beyond the organizational boundary
457. Increasing knowledge worker receptivity to organizational memory concepts and initiatives through participation in the Organizational Memory Awareness Game
458. Inter organizational knowledge networks: The case of the biotechnology industry
459. Knowledge-sharing leadership: Sharing of knowledge in relation to leadership
460. Rethinking user participation in information systems development: A knowledge perspective
461. Supply chain management knowledge and organizational structure 462. New knowledge creation dynamics in multidisciplinary teams: In search of
innovation practices 463. Managing knowledge assets in organizations: Role of incentives and
information systems 464. Nuclear weapons and daily deadlines: The energy and tension of flow in
knowledge work 465. Knowledge management and its capabilities linked to the business strategy
for organizational effectiveness 466. Knowledge integration in integrated product development: The role of team
vision, mutual trust, and mutual influence on shared knowledge in product development performance
467. Development and validation of a prototype Web-based knowledge approach supporting an increase in accelerated learning-for-knowing competence
468. Knowledge competency acquisition in the knowledge economy: Links to firm performance
469. Acquisition of technological knowledge from alliance partners: The role of the organizational knowledge interface
470. An empirical examination of factors influencing work-unit knowledge management effectiveness in organizations
471. Knowledge management repositories: Supporting knowledge work and activity in organizations
472. Learning and knowledge management in corporate entrepreneurship: Portfolio-level and product-level determinants of launch in continuous new product development
473. Dynamics of evaluation use as organizational knowledge. The case of the
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World Bank 474. A study of the effects of affect-based trust and cognition-based trust on intra-
organizational knowledge sharing and use 475. Linking learner autonomy and conditions for learning in the workplace:
Knowledge management systems as organizing circumstances 476. Stories of knowledge management: Exploring coherence in a community of
practice 477. Ethical implications of retiring Baby Boomers and the implications for the
knowledge gap within organizations: An exploratory investigation 478. Bridging knowledge gaps: Knowledge sharing and learning practices in
virtual development teams 479. A comparative study: The effect of strategic alliances on knowledge creation
capabilities and organizational climate measures 480. Consuming work, producing self: Market discourse in dispersed knowledge
work 481. The effects of membership change and expertise on knowledge and
identification in work groups 482. Exploring the practices of knowledge sharing between projects: An
investigation of the dimensions of what, when, and how knowledge is shared 483. Knowledge protection and partner selection in R&D alliances 484. Knowledge management in times of change: Tacit and explicit knowledge
transfers 485. Learning, knowledge-sharing and expertise management in project-based
knowledge work 486. Knowledge acquisition and transfer in product development: A comparative
case study 487. Science and management: Popular knowledge, work, and authority in the
twentieth-century United States 488. Creating contexts for tacit knowledge sharing in virtual teams: The role of
socialization 489. Telling more of what we know: Examining the social processes of knowledge
creation and innovation 490. Supporting business by facilitating organizational learning and knowledge
creation in the MOT community of practice (CoP) 491. Learning to change: Organizational learning and knowledge transfer 492. Building and leveraging knowledge capabilities through cross-border
acquisitions: The effect of the multinational corporation's capabilities and knowledge strategy on the degree of equity ownership
493. Super ordinate social identity, knowledge demonstrability, and knowledge transfer across groups
494. The exploration of the relationship between Taiwanese executive leadership style and knowledge management practice in Mainland China
495. The role of project manager and team member knowledge, skills and abilities (KSAs) in distinguishing virtual project team performance outcomes
496. Business and knowledge strategies: Alignment and performance impact analysis
497. The determinants of corporate innovativeness: A cross-national knowledge perspective
498. Analysis of resource-sharing decisions in dyadic collaborative knowledge creation: A game-theoretic approach
499. A study of the knowledge acquisition preferences of CEOs of fast-growing companies
500. Antecedents and effects of knowledge sharing in teams: A field study
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501. Knowledge search in multinational organizations: Building and leveraging knowledge networks
502. Buying knowledge: An examination of mergers and acquisitions as tools for competency growth in technology firms
503. Determinants of group effectiveness: The effect of group learning and knowledge conversion of the relationship between group stewardship and group effectiveness
504. The role of knowledge in information technology project governance 505. The role of organizational climate in the use of knowledge management
systems to support problem-solving 506. Examining the relationship between research and development resource
flows and knowledge-based capabilities: Integrating resource-based and organizational learning theory
507. The impact of asymmetric technical knowledge and information on a firm's R&D sourcing decision
508. Knowledge transfer: Learning linkages between angels and entrepreneurs 509. The practice of knowledge management and its impact on New Mexico small
and mid-sized organizations 510. Knowledge sharing in a human resource community of practice 511. Essays on multinational R&D, intellectual property rights, and knowledge
spillover 512. Managerial knowledge and learning in biotechnology firms 513. Harnessing intellectual capital: A study of organizational knowledge transfer 514. Acting on what others know: Distributed knowledge and team performance 515. Designing a knowledge management system: A sense making perspective 516. Increase of organizational performance in complex knowledge-intensive
industries through the employment of IT applications 517. The locus of knowledge: The implications of the individual and mobility on
organizational knowledge building 518. Social structure, knowledge sharing, and project performance in open source
software development 519. A research model for collaborative knowledge management practice, supply
chain integration and performance 520. Limitations to inter-organizational knowledge acquisition: The paradox of
corporate venture capital 521. Knowledge management systems' success in knowledge-based
organizations: An empirical validation utilizing the DeLone and McLean IS Success Model
522. Harnessing the power of knowledge at the United States Army War College 523. Creating a dynamic knowledge management maturity continuum for
increased enterprise performance and innovation 524. Strategic storytelling: The development of a guidebook for HRD practitioners
implementing storytelling as a business strategy for learning and knowledge transfer
525. Casting the net: A multimodal network perspective on knowledge sharing 526. Acquisition of knowledge and knowledge of acquisitions 527. The nature and significance of the executive doctoral scholar-practitioner of
organizational development and change: A morphogenetic account of theory-practice linkages for the achievement of scholarly knowledge and business results
528. Sense making and knowledge creation: How organizations learn through industrial accident team investigations
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529. Unacknowledged privilege: Setting the stage for discrimination in organizational settings
530. A field study on the impact of peer mentoring on organizational knowledge creation and sharing
531. Structure of a firm's knowledge base and the effectiveness of technological search
532. Cross-boundary knowledge sharing: A case study of building the Multi-Purpose Access for Customer Relations and Operational Support (MACROS) system
533. Acquiring and exploiting knowledge: The two faces of diversification 534. An empirical study of the relationship between organizational controls,
capabilities, and performance: The management of knowledge 535. An approach to user knowledge and product architecture for knowledge
lifecycle 536. Rise of intelligent organizations: Using BI tools to build knowledge capital 537. Knowledge creation and strategy formation in a public, nonprofit healthcare
organization: A descriptive case study 538. Establishing accountability systems in collaborative knowledge-work 539. An exploratory study on inter organizational knowledge sharing in an
information system implementation environment 540. A knowledge-based view of international acquisition performance 541. An empirical study of the antecedents of board activism: Knowledge
domains, independence, and effort norms 542. The evolution and intellectual development of knowledge management 543. Opportunity acknowledgement as a cognitive process of pattern recognition
and structural alignment 544. An examination of the relationships among leadership behaviors, knowledge
sharing, and organization's marketing effectiveness in professional service firms that have been engaged in strategic alliances
545. Knowledge nomads: Commitment at work 546. The effects of prior knowledge and hyperlinks on learning from a
computerized aid 547. Emotional intelligence: A predictive or descriptive construct in ascertaining
leadership style or a new name for old knowledge? 548. Performance effects of corporate diversification: Roles of knowledge
resources, knowledge management capability and information technology 549. Modeling the dynamics of organizational knowledge 550. Strategic knowledge, social structure, and middle management activities: A
study of strategic renewal 551. Tacit knowledge in the workplace: The facilitating role of peer relationships 552. Knowledge management infrastructure systems development and the
catalysis of knowledge management processes in Web-based virtual organizations
553. Knowledge management for technological innovation in organizations: The fusion process for creating intellectual capital
554. Sharing and cultivating tacit knowledge in an e-learning environment: A naturalistic study
555. The effects of institutional environment upon innovation and performance: Collaborative external knowledge strategies in the cellular telephone industry
556. An investigation of activities related to knowledge management and their impacts on competitiveness
557. Exploring aspects of knowledge management that contribute to the passion
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expressed by its thought leaders 558. An experimental investigation of the influences of superficial appearance
cues and product knowledge on service provider evaluations of customers 559. Information technology use in the electronic age: An examination of
knowledge work from the theoretical perspective of legitimate peripheral participation
560. Knowledge exploitation, open science, and firm strategy in a changing intellectual property rights environment
561. Networks of knowledge and communication: Innovation in the Calgary wireless cluster
562. Public perception, attitudes and general knowledge of women's boxing in central Las Vegas
563. Cross-border transfer of organizational knowledge: A two-country comparison
564. Investigating the relationship between knowledge management capability and knowledge transfer success
565. Assessing the reliability and validity of the network engagement questionnaire: Can engagement predict knowledge use in a community of practice?
566. Intentional modeling for enterprise architecture: Managing knowledge about "why" to support change
567. An inquiry into the strategic rationale for implementing knowledge management (KM)
568. Does training or knowledge change the perception of employee empowerment in the telecommunications industry
569. Measuring knowledge use in organizations 570. A knowledge management policy for a learning organization 571. Employee participation in organizationally maintained knowledge sharing
activities 572. Food safety knowledge of grocery store managers 573. Trade secrecy in a knowledge-based economy
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تومان ٣۵٠٠٠هر عدد : عدد ١٠٠باالی