By Kathrin Kirchner, Christine Ipsen, John Paulin Hansen (all from Tech. Univ. of Denmark). In: Knowledge Management Research & Practice, 2021, 9 pages.
This study investigates how managers of knowledge work experienced distance management during COVID-19.

Amy Van Looy (Ghent Univ., BE). In: Knowledge and Process Management, Volume 28/2, 2021, Pages 107-116.
The COVID‐19 pandemic has forced organizations and employees worldwide to drastically rethink their way of working. While drastic process changes normally tend to fail or are challenged by employee resistance, the COVID‐19 pandemic has reduced this impediment so that organizations actually experience how alternative (i.e., more simple and digitalized) working alternatives can look like.

By Paul J Corney (CILIP, UK). In: Business Information Review, 2019, Vol 36/2, pp. 75-79.
“ …facilitation has become harder as so much of today’s collaboration is conducted virtually, and few organizations invest in coaching people to manage virtual teams. Here’s 10 virtual facilitation success criteria…”

By Sarah Morrison-Smith (Barnard College, NY, US), Jaime Ruiz (Univ. Florida, US). In: SN Applied Sciences, 2020, Vol 2, Article 1096.
Based on the research topics in the selected studies, we separate challenges as belonging to five categories: geographical distance, temporal distance, perceived distance, the configuration of dispersed teams, and diversity of workers.

By Salvatore Ammirato, Roberto Linzalone, Alberto M. Felicetti (all from Univ. Calabria, IT). In: Knowledge Management Research & Practice, 2020, 12 pages.
The ongoing pandemic COVID-19 is soliciting the question: what do we know about the knowledge management in a pandemic? Knowledge is a strategic resource to drive decision makers in the management of a pandemic, to mitigate health and socio-economic effects.

By Rahel M. Schomaker, Michael W. Bauer (both from German Research Institute for Public Administration). In: Public Administration Review, 2020, Vol 80/5, Pages 845-850.
This article studies patterns of sound administrative performance with a focus on networks and knowledge management within and between crises.

By Nick van der Meulen (MIT, US), Peter van Baalen (Univ. Amsterdam, NL), Eric van Heck (Univ. Rotterdam), Sipko Mülder (Health and Youth Care Inspectorate, NL). In: Journal of Information Technology, 2019, Vol 34/3, pp. 243-262.
Research shows “that spatial separation directly reduces the frequency of knowledge sharing between colleagues, whereas temporal separation affects knowledge sharing through reduced knowledge awareness, resulting in lower job and proactive performance.”

By Chunke Su (Univ. Texas, US). In: Management communication quarterly, 2020, 34 pages.
Although knowledge sharing is almost ubiquitously promoted in today’s organizations, knowledge hiding is still prevalent … this study employs a social network approach to empirically examine how knowledge sharing is related to knowledge hiding, and how work and social relationships are related to knowledge sharing and hiding in organizational work teams.

By Rosangela F. Santos (Cat. Univ. São Paulo, BR), Mírian Oliveira, Carla Curado (both from Univ. Lisboa, PT). In: VINE Journal of information and knowledge management systems, 2021, 21 pages.
Knowledge sharing among individuals from different teams is rare. Agile methods encourage only the exchange of tacit knowledge within teams. This study aims to analyse the influence of trust, norms of cooperation and reciprocity on tacit and explicit knowledge sharing among individuals from different development teams.

By Christian Meske (Freie Univ. Berlin, DE), Tobias Kissmer, Stefan Stieglitz (both from Univ. Duisburg-Essen, DE). In: Telematics and Informatics, 2020, Vol. 48, 14 pages.
Based on a Skype for Business dataset with over 22,000 users and over 8 million conversations from six countries, we test the potential impact of country culture for cross-hierarchical communication.

By Michael Urick (Saint Vincent College, US). In: Journal of Intergenerational Relationships, 2020, Vol 18/4, pp 379–398.
In light of the COVID-19 pandemic which caused many businesses around the world to move to online or virtual workplaces, intergenerational tensions may be exacerbated leading to communication breakdowns.

By Jason Sandvik (Tulane Univ., US) and others. In: Harvard Business Review, 2020.
One of the stated reasons for trying to get workers back into the office is the chorus of concern around the difficulties of sharing knowledge and experience amongst remote co-workers. New research, however, suggests a method that could improve this process both in the office and remotely: guided meetings between co-workers, which can easily happen in person or remotely.

By Paula Persson. Dissertation from Karlstad Univ., SE, 2020, 43 pages.
“This study aimed to analyze how employees in a development department share knowledge while teleworking and how it differs from knowledge sharing in a traditional office.”