International Journal of Human Resource Management

Leadership, knowledge and people in knowledge-intensive organisations: implications for HRM theory and practice
pp. 261-275(15)
Authors: Millar, Carla C.J.M.; Chen, Stephen; Waller, Lee

Research by professionals: from a knowledge-intensive to a research-intensive PSF
pp. 276-282(7)
Authors: Choain, Laurent; Malzy, Tyra

Boards of directors and organizational ambidexterity in knowledge-intensive firms
pp. 283-306(24)
Authors: Oehmichen, Jana; Heyden, Mariano L. M.; Georgakakis, Dimitrios; Volberda, Henk W.

Transformational and transactional leadership and employee’s entrepreneurial behavior in knowledge–intensive industries
pp. 307-332(26)
Authors: Afsar, Bilal; Badir, Yuosre F.; Saeed, Bilal Bin; Hafeez, Shakir

Exploring the role of task-related trust in intra-organisational knowledge sharing
pp. 333-355(23)
Authors: Khvatova, Tatiana; Block, Madeleine

Espoused versus realized knowledge management tool usage in knowledge intensive organizations
pp. 356-378(23)
Authors: Powell, Taman H.; Ambrosini, Véronique

Innovative work behaviour in knowledge-intensive public sector organizations: the case of supervisors in the Netherlands fire services
pp. 379-398(20)
Authors: Bos-Nehles, Anna; Bondarouk, Tanya; Nijenhuis, Koen

Older managers’ informal learning in knowledge-intensive organizations: investigating the role of learning approaches among Austrian bank managers
pp. 399-416(18)
Author: Froehlich, Dominik E.

Multiple foci of commitment and intention to quit in knowledge-intensive organizations (KIOs): what makes professionals leave?
pp. 417-447(31)
Authors: Yalabik, Zeynep Y.; Swart, Juani; Kinnie, Nick; van Rossenberg, Yvonne