OOIR: Observatory of International Research

Papers

(The H4-Index of Journal of Knowledge Management is 42. The table below lists those papers that are above that threshold based on CrossRef citation counts [max. 500 papers]. The publications cover those that have been published in the past four years, i.e., from 2019-09-01 to 2023-09-01.)

Article	Citations
Exploring the influence of knowledge management process on corporate sustainable performance through green innovation	156
The digital transformation of SMEs – a new knowledge broker called the digital innovation hub	89
A knowledge-based view of people and technology: directions for a value co-creation-based learning organisation	81
Barriers, practices, methods and knowledge management tools in startups	80
MNC strategy, knowledge transfer context, and knowledge flow in MNEs	74
Offense is the best defense: the impact of workplace bullying on knowledge hiding	73
Key factors influencing knowledge sharing practices and its relationship with organizational performance within the oil and gas industry	73
Understanding knowledge exchange processes among diverse users of coworking-spaces	68
Peer knowledge sharing and organizational performance: the role of leadership support and knowledge management success	68
Are there any antecedents of top-down knowledge hiding in firms? Evidence from the United Arab Emirates	64
Linking transformational leadership and frugal innovation: the mediating role of tacit and explicit knowledge sharing	64
The relationship between knowledge management and leadership: mapping the field and providing future research avenues	64
Does abusive supervision always promote employees to hide knowledge? From both reactance and COR perspectives	63
Knowledge-hiding behaviors and employees’ silence: mediating role of psychological contract breach	62
Openness and firm innovation performance: the moderating effect of ambidextrous knowledge search strategy	61
Top-down knowledge hiding and innovative work behavior (IWB): a three-way moderated-mediation analysis of self-efficacy and local/foreign status	58
Effects of sources of knowledge on frugal innovation: moderating role of environmental turbulence	56
Knowledge-oriented leadership, knowledge management behaviour and innovation performance in project-based SMEs. The moderating role of goal orientations	55
Gossip is a fearful thing: the impact of negative workplace gossip on knowledge hiding	55
Knowledge sharing and technological innovation capabilities of Chinese software SMEs	54
Enhancing employees’ knowledge sharing through diversity-oriented leadership and strategic internal communication during the COVID-19 outbreak	53
Knowledge management, intellectual capital and entrepreneurship: a structured literature review	52
Cognitive processes, rewards and online knowledge sharing behaviour: the moderating effect of organisational innovation	52
Skills and knowledge management in higher education: how service learning can contribute to social entrepreneurial competence development	52
Social media as a tool of knowledge sharing in academia: an empirical study using valance, instrumentality and expectancy (VIE) approach	51

Loaded with knowledge, yet green with envy: leader–member exchange comparison and coworkers-directed knowledge hiding behavior	50
Frogs in boiling water: a moderated-mediation model of exploitative leadership, fear of negative evaluation and knowledge hiding behaviors	49
The potential link between corporate innovations and corporate competitiveness: evidence from IT firms in the UK	49
Detecting customers knowledge from social media big data: toward an integrated methodological framework based on netnography and business analytics	48
Polychronic knowledge creation in cross-border business models: a sea-like heuristic metaphor	48
Tracing the evolution of the literature on knowledge management in inter-organizational contexts: a bibliometric analysis	48
Investigating dynamic capabilities, agility and knowledge management within EMNEs-longitudinal evidence from Europe	47
Enterprise social media usage and knowledge hiding: a motivation theory perspective	46
SMEs strategic networks and innovative performance: a relational design and methodology for knowledge sharing	45
The impact of open-border organization culture and employees’ knowledge, attitudes, and rewards with regards to open innovation: an empirical study	45
Harvesting reflective knowledge exchange for inbound open innovation in complex collaborative networks: an empirical verification in Europe	45
Knowledge transfer for frugal innovation: where do entrepreneurial universities stand?	44
Transformational leadership and employee knowledge sharing: explore the mediating roles of psychological safety and team efficacy	43
Intellectual capital, knowledge management and competitive advantage: a resource orchestration perspective	43
Abusive supervision and knowledge hiding: the mediating role of psychological contract violation and supervisor directed aggression	42
Are we in this together? Knowledge hiding in teams, collective prosocial motivation and leader-member exchange	42
Arousing a positive climate for knowledge sharing through moral lens: the mediating roles of knowledge-centered and collaborative culture	42