| 1017 | -- | 1038 | Ambra Galeazzo, Andrea Furlan. Good problem solvers? Leveraging knowledge sharing mechanisms and management support |
| 1039 | -- | 1076 | Wei-Tsong Wang, Yi-Shun Wang, Wan-Ting Chang. Investigating the effects of psychological empowerment and interpersonal conflicts on employees' knowledge sharing intentions |
| 1077 | -- | 1104 | Davide Aloini, Riccardo Dulmin, Valeria Mininno, Pierluigi Zerbino. Leveraging procurement-related knowledge through a fuzzy-based DSS: a refinement of purchasing portfolio models |
| 1105 | -- | 1135 | Anirban Ganguly, Asim Talukdar, Debdeep Chatterjee. Evaluating the role of social capital, tacit knowledge sharing, knowledge quality and reciprocity in determining innovation capability of an organization |
| 1136 | -- | 1156 | Indu Ramachandran, Cynthia A. Lengnick-Hall, Vishag Badrinarayanan. Enabling and leveraging ambidexterity: influence of strategic orientations and knowledge stock |
| 1157 | -- | 1175 | Peter Cauwelier, Vincent M. Ribière, Alex Bennet. The influence of team psychological safety on team knowledge creation: a study with French and American engineering teams |
| 1176 | -- | 1195 | Shashank Mittal. How organizations implement new practices in dynamic context: role of deliberate learning and dynamic capabilities development in health care units |
| 1196 | -- | 1217 | Rodrigo Valio Dominguez Gonzalez, Tatiana Massaroli Melo. Analyzing dynamic capability in teamwork |
| 1218 | -- | 1244 | Amitabh Anand, Isabelle Walsh, Sandra Moffett. Does humility facilitate knowledge sharing? Investigating the role of humble knowledge inquiry and response |