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dc.contributor.authorBryant, Scott E.
dc.date.accessioned2018-02-28T17:50:09Z
dc.date.available2018-02-28T17:50:09Z
dc.date.issued2005-06
dc.identifier.citationBryant, S. E. “The Impact of Peer Mentoring on Organizational Knowledge Creation and Sharing: An Empirical Study in a Software Firm.” Group & Organization Management 30, no. 3 (June 1, 2005): 319–338. doi:10.1177/1059601103258439.en_US
dc.identifier.issn1059-6011
dc.identifier.urihttps://scholarworks.montana.edu/xmlui/handle/1/14411
dc.description.abstractManaging organizational knowledge creation and sharing effectively has become an important source of competitive advantage for firms. Peer mentoring is becoming increasingly common and may be an effective way to facilitate knowledge creation and sharing. This article provides an empirical test of the relationship between peer mentoring and knowledge creation and sharing in a high-tech software firm. Results suggested that a peer mentor training course increased perceived levels of peer mentor knowledge and skills. Results also indicated that higher perceived levels of peer mentoring were related to higher perceived levels of knowledge creation and sharing.en_US
dc.titleThe Impact of Peer Mentoring on Organizational Knowledge Creation and Sharing: An Empirical Study in a Software Firm.en_US
mus.citation.extentfirstpage319en_US
mus.citation.extentlastpage338en_US
mus.citation.issue3en_US
mus.citation.journaltitleGroup and Organization Managementen_US
mus.citation.volume30en_US
mus.identifier.categoryBusiness, Economics & Managementen_US
mus.identifier.doi10.1177/1059601103258439en_US
mus.relation.collegeCollege of Businessen_US
mus.relation.departmentBusiness.en_US
mus.relation.universityMontana State University - Bozemanen_US
mus.data.thumbpage10en_US


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