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Review of Soft Skills Within Knowledge Management

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Customer Knowledge Management

Part of the book series: Management for Professionals ((MANAGPROF))

Abstract

This chapter constitutes the first part of the theoretical framework for the investigation at hand. It describes theories and views from the field of knowledge management which consider personal and organizational soft skills for the process of knowledge transfer or knowledge exchange. The selected theoretical approaches will be described in greater detail to illustrate the interplay of components within the framework.

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Notes

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  218. 218.

    Cf. Call (2005), p. 23; Chilton and Bloodgood (2010), p. 1159.

  219. 219.

    Cf. Darroch (2005), p. 111.

  220. 220.

    Cf. Cader (2007), p. 46; Desouza and Awazu (2004), p. 1; Jones et al. (2003), p. 49; Lin (2011), p. 136; Thompson and Cavaleri (2010), p. 50.

  221. 221.

    Cf. Treleaven and Sykes (2005), p. 353.

  222. 222.

    Cf. Holtshouse (2009), p. 1.

  223. 223.

    Cf. Basly (2007), p. 154; Bishop (2005), p. 18; Bratianu and Orzea (2012), p. 7; Mutsuddi and Mutsuddi (2008), p. 73.

  224. 224.

    Cf. Boath and Smith (2004), p. 7.

  225. 225.

    Cf. Bloodgood (2012), p. 376; Freeze and Kulkarni (2007), p. 103; Hofer-Alfeis (2008), p. 44; Nunes et al. (2006), p. 101.

  226. 226.

    Cf. Massingham (2010), p. 464.

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  1. European University of Economics and Management, Cologne, Germany

    Soumit Sain

  2. Langenfeld, Germany

    Silvio Wilde

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Sain, S., Wilde, S. (2014). Review of Soft Skills Within Knowledge Management. In: Customer Knowledge Management. Management for Professionals. Springer, Cham. https://doi.org/10.1007/978-3-319-05059-1_2

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