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. 250 papers]. The publications cover those that have been published in the past four years, i.e., from 2020-04-01 to 2024-04-01.)

Article	Citations
Exploring the influence of knowledge management process on corporate sustainable performance through green innovation	222
The digital transformation of SMEs – a new knowledge broker called the digital innovation hub	112
Peer knowledge sharing and organizational performance: the role of leadership support and knowledge management success	93
Linking transformational leadership and frugal innovation: the mediating role of tacit and explicit knowledge sharing	86
The relationship between knowledge management and leadership: mapping the field and providing future research avenues	77
Knowledge-oriented leadership, knowledge management behaviour and innovation performance in project-based SMEs. The moderating role of goal orientations	73
Knowledge-hiding behaviors and employees’ silence: mediating role of psychological contract breach	72
Intellectual capital, knowledge management and competitive advantage: a resource orchestration perspective	70
Knowledge transfer for frugal innovation: where do entrepreneurial universities stand?	66
Cognitive processes, rewards and online knowledge sharing behaviour: the moderating effect of organisational innovation	65
Gossip is a fearful thing: the impact of negative workplace gossip on knowledge hiding	65
Enhancing employees’ knowledge sharing through diversity-oriented leadership and strategic internal communication during the COVID-19 outbreak	62
Enterprise social media usage and knowledge hiding: a motivation theory perspective	60
Knowledge complexity and firm performance: evidence from the European SMEs	60
Frogs in boiling water: a moderated-mediation model of exploitative leadership, fear of negative evaluation and knowledge hiding behaviors	58
Harvesting reflective knowledge exchange for inbound open innovation in complex collaborative networks: an empirical verification in Europe	58
Social media as a tool of knowledge sharing in academia: an empirical study using valance, instrumentality and expectancy (VIE) approach	58
Loaded with knowledge, yet green with envy: leader–member exchange comparison and coworkers-directed knowledge hiding behavior	57
Open innovation for sustainability through creating shared value-role of knowledge management system, openness and organizational structure	57
Knowledge management, intellectual capital and entrepreneurship: a structured literature review	57
Tacit knowledge in organizations: bibliometrics and a framework-based systematic review of antecedents, outcomes, theories, methods and future directions	56
The potential link between corporate innovations and corporate competitiveness: evidence from IT firms in the UK	55
SMEs strategic networks and innovative performance: a relational design and methodology for knowledge sharing	55
The intertwining of knowledge sharing and creation in the digital platform based ecosystem. A conceptual study on the lens of the open innovation approach	55
Polychronic knowledge creation in cross-border business models: a sea-like heuristic metaphor	52

Detecting customers knowledge from social media big data: toward an integrated methodological framework based on netnography and business analytics	52
Fostering exploitative and exploratory innovation through HRM practices and knowledge management capability: the moderating effect of knowledge-centered culture	52
The impact of open-border organization culture and employees’ knowledge, attitudes, and rewards with regards to open innovation: an empirical study	50
The impact of social media use for communication and social exchange relationship on employee performance	50
Big data for small and medium-sized enterprises (SME): a knowledge management model	48
The big data-business strategy interconnection: a grand challenge for knowledge management. A review and future perspectives	48
Rethinking companies’ culture through knowledge management lens during Industry 5.0 transition	48
Cross-cultural metacognition as a prior for humanitarian knowledge: when cultures collide in global health emergencies	47
Knowledge sharing and absorptive capacity: interdependency and complementarity	47
Strategic orientation toward digitalization to improve innovation capability: why knowledge acquisition and exploitation through external embeddedness matter	46
Building social capital and learning relationships through knowledge sharing: a social network approach of management students’ cases	46
The Great Resignation: the great knowledge exodus or the onset of the Great Knowledge Revolution?	45
Knowledge management processes and organizational performance: the mediating role of organizational learning	45
Demystifying the differences in the impact of training and incentives on employee performance: mediating roles of trust and knowledge sharing	44
Factors influencing members’ knowledge sharing and creative performance in coworking spaces	44
What is bullying hiding? Exploring antecedents and potential dimension of knowledge hiding	43
The requisite match between internal resources and network ties to cope with knowledge scarcity	43
Knowledge management behaviors in venture capital crossroads: a comparison between IVC and CVC ambidexterity	42