Five steps to creating a global knowledge-sharing system: Siemens' ShareNet

Academy of Management Executive

Volumn 19, Issue 2, 2005, Pages 9-23

  Voelpel, Sven C ^a   Dous, Malte ^b   Davenport, Thomas H ^c  

^a JACOBS UNIVERSITY BREMEN   (Germany)

^b UNIVERSITY OF ST GALLEN   (Switzerland)

^c BABSON COLLEGE   (United States)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 20344395481     PISSN: 10795545     EISSN: None     Source Type: Journal    
DOI: 10.5465/AME.2005.16962590     Document Type: Article

References (89)

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59. Although this empirical evidence allows interesting conclusions to be made regarding ShareNet, we suggest that further research with a larger sample and cross-case validity would be useful for generalization of the findings.
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79. "Size" stands for the ShareNet participation level in terms of knowledge bids, urgent requests and discussion forum entries.
80. For a description of the Knowledge Management "Zeitgeist" at the end of the 1990s, see Davenport, T., Prusak, L. & Wilson, J. 2003. What's the big idea? Creating and capitalizing on the best new management thinking. Boston: Harvard Business School Press.
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