[1] MassaS.,TestaS.;"A knowledge management approach to organizational competitive advantage: Evidence from the food sector";European Management Journal, 27, 2009.
[2] مارتنسونم. ؛ بررسی نقادانه مدیریت دانش بهعنوان ابزاری مدیریتی؛ ترجمه منصور مجدم، مجله تدبیر، ش. 110، 1376.
[3] LiaoC.,ChuangS. H., ToP.L.;"How knowledge management mediates the relationship between environment and organizational structure"; Journal of Business Research. 64,2011.
[4] WangS.,NoeR. A. ;"Knowledge sharing: A review and directions for future research'"; Human Resource Management Review, 20,2010.
[5] 5.WangZ., WangN. ;"Knowledge sharing, innovation and firm performance"; Expert Systems with Applications,39, 2012.
[6] HuangT. T., ChenL.,StewartR. A.;"The moderating effect of knowledge sharing on the relationship between manufacturing activities and business performance";Knowledge Management Research & Practice, 8; 2010.
[7] HuM. L. M., HorngJ. S., SunY. H. C.;"Hospitality teams: Knowledge sharing and service innovation performance";Tourism Management, 30; 2009.
[8] Huang Q., DavisonR. M., GuJ.;"The impact of trust, guanxi orientation and face on the intention of Chinese employees and managers to engage in peer-to peer tacit and explicit knowledge sharing"; InformationSystems Journal, 21(6), 2010.
[9] HolsteJ. S., Fields D.; "Trust and tacit knowledge sharing and use";Journal of Knowledge Management, 14,2010.
[10] Lucas L. M.;”The impact of trust and reputation on the transfer of best practices"; Journal of Knowledge Management, 9,2005.
[11] KoskinenK. U., PihlantoP.,VanharantaH.;"Tacit knowledge acquisition and sharing in a project work context";International Journal of Project Management, 21,2003.
[12] WrightC.,RwabizambugaA.; Institutional Pressures, Corporate Reputation, and Voluntary Codes of Conduct: An Examinationof the Equator Principles;BusinessandSocietyreview, 111(1),2006.
[13] ScottR.W.; Institutions and Organizations.Sage, Thousand Oaks, CA, 1995.
[14] Heugens, P.P.M.A.R., LanderM.W.;" Structure! Agency! (and other quarrels): A meta-analysis of institutional theories of organization";Academy of Management Journal, 52 (1); 2009.
[15] ZsidisinG.A.,MelnykS.A., RagatzG.L.;"An institutional theory perspectiveof business continuity planning for purchasing and supply management”; International Journal of Production Research, 43 (16),2005.
[16] Ketokivi M.A., SchroederR. G.; Strategic, structural contingency and institutional explanations in the adoption of innovative manufacturing practices; Journal of Operations Management, 22 (1), 2004.
[17] Liu H., KeW., WeiK. K., GuJ., ChenH.;"The role of institutional pressures and organizational culture in the firm’s intention to adopt internet-enabled supply chain management systems"; Journal of Operations Management. 28,2010.
[18] John C. H. S., CannonA.R., PouderR.W.;"Change drivers in the new millennium: implications for manufacturing strategy research";Journal of Operations Management, 19,2001.
[19] NevoD., ChanY. E.;"A Delphi study of knowledge management systems: Scope and requirements"; Information& Management, 44; 2007.
[20] Grewal R., DharwadkarR.; The role of the institutional environment in marketing channels; Journal of Marketing, 66; 2002.
[21] KimK.;"Oninterfirm power, channel climate, and solidarity in industrial distributor-supplier dyads"; Journal of the Academy of Marketing Science, 28 (3); 2000.
[22] TeoH.H.,WeiK.K., Benbasat, I.; Predicting intention to adopt interorganizational linkages: An institutional perspective; MIS Quarterly, 27 (1),2003.
[23] HouseR.J.,Javidan M.; Overview of GLOBE. In: House, R.J., Hanges, P.J., Javidan, M., Dorfman, P.W., Gupta, V. (Eds.), Culture, Leadership, and Organizations. Sage Publications, Thousand Oaks, 2004.
[24] KullT. J., WackerJ. G. ;"Quality management effectiveness in Asia: The influence of culture";Journal of Operations Management, 28; 2010.
[25] Magnier-WatanabeR., SenooD.; Knowledge management under institutional pressures: The case of the smartcard in France. In A. Eardley, & L. Uden (Eds.), Innovative Knowledge Management: Concepts for Organizational Creativity and Collaborative Design (pp. 157-176). Hershey, PA: Information Science Reference. doi:10.4018/978-1-60566-701-0.ch009, 2011.
[26] دیویس ا.؛ (مدیریت فرهنگسازان)؛ ترجمۀ ناصر میرسپاسی و پریچهر معتمد گرجی، چاپ دوم، تهران، انتشارات مروارید،1376.
[27] Schultz M. (). Relationships between Culture and Institutions: New Interdependencies in a Global World. Journal of Management Inquiry. 21 (1); 102– 106.
[28] Hatch, M. J., & Schultz, M. (2002).The dynamics of organizational identity. Human Relations, 55, 2012.
[29] Magnier-WatanabeR., Senoo D.; Knowledge Management under Institutional Pressures: The Case of the Smartcard in France. In A. Eardley, & L. Uden (Eds.), Innovative Knowledge Management: Concepts for Organizational Creativity and Collaborative Design (pp. 157-176). Hershey, PA: Information Science Reference. doi:10.4018/978-1-60566-701-0.ch009, 2009.
[30] Magnier-Watanabe, R., Senoo D.; "The effect of institutional pressures on knowledge management and the resulting innovation: The case of the smartcard in France";International Journal of Intelligent Enterprise, 1(2); 2011.
[31] Chen C. J., HuangJ. W.; "How organizational climate and structure affect knowledge management- The social interaction perspective"; International Journal of Information Management, 27, 2007
[32] Sveiby K. E., Simons R.; "Collaborative climate and effectiveness of knowledge work-An empirical study"; Journal of Knowledge Management, 6(5), 2002.
[33] Kimble C., BourdonI.; "Some success factors for the communal management of knowledge"; International Journal of Information Management, 28, 2008.
[34] King W. R.; "Questioning the conventional wisdom: Culture-knowledge management relationships"; Journal of Knowledge Management, 12 (3), 2008.
[35] Allameh M., ZamaniM., DavoodiS. M. R.; "The Relationship between Organizational Culture and Knowledge Management (A Case Study: Isfahan University)"; Procedia Computer Science, 3, 2011.