Deus ex machina? Career progress and the contingent benefits of knowledge management systems

  title={Deus ex machina? Career progress and the contingent benefits of knowledge management systems},
  author={Charles Galunic and Kishore Sengupta and Jennifer Louise Petriglieri},
  journal={European Management Journal},
10 Citations

Trendsetters of HRM: a systematic review of how professional service firms manage people

PurposeHuman resource management in professional service firms (PSF) is one of the most important instruments for promoting sustainable competitive advantage. Despite the major growth of scholars'

Organizational knowledge retention and knowledge loss

This paper provides managers with a set of guidelines to develop a knowledge-specific strategy focused on KTMs that increase KR and mitigate KL to identify additional types of unintentional loss that occur when individual knowledge is not converted to social knowledge.

Fostering knowledge sharing and knowledge utilization

It is found that in order to build a knowledge-sharing culture, managers must create conditions that allow affective commitment, professional trust and business ethics to flourish, whereas personal trust and continuance commitment do not.


Systematic literature review in knowledge management and employee performance, in general, has been rapidly performed during the last decade. However, this study discusses knowledge management and

Influence of organizational culture on knowledge transfer: Evidence from the Government of Dubai

Mohammed Bin Rashid School of Government, Dubai, United Arab Emirates School of Business, Western Sydney University, Penrith, NSW, Australia UBD School of Business and Economics, Universiti Brunei



When using knowledge can hurt performance: the value of organizational capabilities in a management consulting company

It is shown that sales teams that had varying needs to learn and differentiate themselves from competitors derived different levels of value from obtaining and using electronic documents and advice from colleagues.

Different knowledge, different benefits: toward a productivity perspective on knowledge sharing in organizations

A differentiated productivity model of knowledge sharing in organizations proposing that different types of knowledge have different benefits for task units is developed, and a micro-foundation for understanding why and how a firm's knowledge capabilities translate into performance of knowledge work is provided.

Managing the Professional Service Firm

At last here is a comprehensive text on the managerial problems of professional firms. David Maister, whose international consulting practice has gained him the reputation among his peers as "the

Knowledge Networks and Careers: Academic Scientists in Industry-University Links

Careers are central to our understanding of the knowledge creation dynamics of network organizations. Based on the example of R&D project collaboration between firms and universities, this paper

Placing Knowledge Management in Context

We welcome the increased emphasis on practice-based theories of knowing as an alternative to the more representational, knowledge-as-object approaches which have characterised many organizational

What's your strategy for managing knowledge?

The authors warn that knowledge management should not be isolated in a functional department like HR or IT, and emphasize that the benefits are greatest when a CEO and other general managers actively choose one of the approaches as a primary strategy.

Heterogeneity in Professional Service Firms

Research on professional service firms emphasizes similarities in their organization and management and distinctiveness from other types of organization. In this paper we take a different tack and


This concluding article in the special issue of Organizational Behavior and Human Decision Processes on the foundations of knowledge transfer in organizations argues that the creation and transfer of

A Multi-Theoretical Model of Knowledge Transfer in Organizations: Determinants of Knowledge Contribution and Knowledge Reuse

It is argued that the effectiveness of intrafirm knowledge transfer based on the reuse of existing knowledge depends on two key factors: the willingness of individuals to contribute their knowledge to the system and the rate at which individuals access and reuse knowledge within the system.

The Consultant–Client Relationship: Critical Perspectives on the Management of Organizational Change

The management consultancy industry is attracting more and more attention. The critical literature in particular has questioned how a non‐codified body of knowledge like ‘consultancy’ could become so