Journal of Knowledge Management

(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.)
Exploring the influence of knowledge management process on corporate sustainable performance through green innovation156
The digital transformation of SMEs – a new knowledge broker called the digital innovation hub89
A knowledge-based view of people and technology: directions for a value co-creation-based learning organisation81
Barriers, practices, methods and knowledge management tools in startups80
MNC strategy, knowledge transfer context, and knowledge flow in MNEs74
Offense is the best defense: the impact of workplace bullying on knowledge hiding73
Key factors influencing knowledge sharing practices and its relationship with organizational performance within the oil and gas industry73
Understanding knowledge exchange processes among diverse users of coworking-spaces68
Peer knowledge sharing and organizational performance: the role of leadership support and knowledge management success68
Are there any antecedents of top-down knowledge hiding in firms? Evidence from the United Arab Emirates64
Linking transformational leadership and frugal innovation: the mediating role of tacit and explicit knowledge sharing64
The relationship between knowledge management and leadership: mapping the field and providing future research avenues64
Does abusive supervision always promote employees to hide knowledge? From both reactance and COR perspectives63
Knowledge-hiding behaviors and employees’ silence: mediating role of psychological contract breach62
Openness and firm innovation performance: the moderating effect of ambidextrous knowledge search strategy61
Top-down knowledge hiding and innovative work behavior (IWB): a three-way moderated-mediation analysis of self-efficacy and local/foreign status58
Effects of sources of knowledge on frugal innovation: moderating role of environmental turbulence56
Knowledge-oriented leadership, knowledge management behaviour and innovation performance in project-based SMEs. The moderating role of goal orientations55
Gossip is a fearful thing: the impact of negative workplace gossip on knowledge hiding55
Knowledge sharing and technological innovation capabilities of Chinese software SMEs54
Enhancing employees’ knowledge sharing through diversity-oriented leadership and strategic internal communication during the COVID-19 outbreak53
Knowledge management, intellectual capital and entrepreneurship: a structured literature review52
Cognitive processes, rewards and online knowledge sharing behaviour: the moderating effect of organisational innovation52
Skills and knowledge management in higher education: how service learning can contribute to social entrepreneurial competence development52
Social media as a tool of knowledge sharing in academia: an empirical study using valance, instrumentality and expectancy (VIE) approach51
Loaded with knowledge, yet green with envy: leader–member exchange comparison and coworkers-directed knowledge hiding behavior50
Frogs in boiling water: a moderated-mediation model of exploitative leadership, fear of negative evaluation and knowledge hiding behaviors49
The potential link between corporate innovations and corporate competitiveness: evidence from IT firms in the UK49
Detecting customers knowledge from social media big data: toward an integrated methodological framework based on netnography and business analytics48
Polychronic knowledge creation in cross-border business models: a sea-like heuristic metaphor48
Tracing the evolution of the literature on knowledge management in inter-organizational contexts: a bibliometric analysis48
Investigating dynamic capabilities, agility and knowledge management within EMNEs-longitudinal evidence from Europe47
Enterprise social media usage and knowledge hiding: a motivation theory perspective46
SMEs strategic networks and innovative performance: a relational design and methodology for knowledge sharing45
The impact of open-border organization culture and employees’ knowledge, attitudes, and rewards with regards to open innovation: an empirical study45
Harvesting reflective knowledge exchange for inbound open innovation in complex collaborative networks: an empirical verification in Europe45
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 efficacy43
Intellectual capital, knowledge management and competitive advantage: a resource orchestration perspective43
Abusive supervision and knowledge hiding: the mediating role of psychological contract violation and supervisor directed aggression42
Are we in this together? Knowledge hiding in teams, collective prosocial motivation and leader-member exchange42
Arousing a positive climate for knowledge sharing through moral lens: the mediating roles of knowledge-centered and collaborative culture42