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The purpose of this paper is to emphasize the needs to understand the barrier and determinant factors in knowledge sharing (KS), to find the common ones and subsequently to build a general framework that can be referred to in designing a KS tool that addresses the common factors.

The approach comprises of two major steps which are to survey the past literature to determine the most common barriers and determinant factors from various unique KS domains and to qualify the factor as the common one based on its presence in at least three to five KS domains. The grounded theory is used to analyze the past literature and to perform categorization.

This paper helps in the summarization of categories and subcategories of barriers and determinants and demonstration on the mapping between them.

This paper has not proved the actual use of the framework in building a KS tool based on the framework.

The common factors are based on at least 60 references of KS implementation such that it is useful for large area of application domains that require building KS tools.

This paper presents the understanding on the common factors and association between the barriers and determinants in building the general framework in which the application of the framework is demonstrated using actor network theory.

This study aims to develop a series of hypotheses that are tested based on a survey design methodology. Data collected from 281 knowledge workers operating in mid-level positions within knowledge-intensive firms (KIFs) operating in the information and communication technology (ICT) Tunisian sector was analysed through the partial-least square-structural equation modelling (method.

Drawing on the social identity and the social exchange theories, this study aims to examine the link between perceived corporate social responsibility (CSR) and knowledge sharing (KS) and the mediating effects of eudaimonic well-being (EWB) and hedonic well-being in this relationship.

Results indicate that perceived CSR among employees exerts a positive direct impact on KS, EWB and hedonic well-being. These two types of well-being are found to be key factors improving the willingness of employees to share their knowledge within the organization. Findings also revealed that EWB partially mediates the link between perceived CSR and KS.

This research pioneers the investigation of the mediating effects of eudaimonic and hedonic well-being between perceived CSR and KS that have never been examined. The results of this study provide practical insights for managers of KIFs regarding the CSR practices that may have a strong influence on employees’ hedonic and EWB and KS behaviour.

Knowledge-sharing (KS) for preventing identity theft has become a major challenge for organisations. The purpose of this paper is to fill a gap in the literature by investigating barriers to effective KS in preventing identity theft in online retail organisations.

A framework was proposed based on a reconceptualisation and extension of the KS enablers framework (Chong et al., 2011). A qualitative case study research method was used for the data collection. In total, 34 semi-structured interviews were conducted in three online retail organisations in the UK.

The findings suggest that the major barriers to effective KS for preventing identify theft in online retail organisations are: lack of leadership support; lack of employee willingness to share knowledge; lack of employee awareness of KS; inadequate learning opportunities; lack of trust in colleagues; insufficient information-sourcing opportunities and information and communications technology infrastructure; a weak KS culture; lack of feedback on performance; and lack of job rotation.

The research provides solutions for removing existing barriers to KS in preventing identity theft. This is important to reduce the number of cases of identity theft in the UK.

This research extends knowledge of KS in a new context: preventing identity theft in online retail organisations. The proposed framework extends the KS enablers framework by identifying major barriers to KS in the context of preventing identity theft.

The purpose of this paper is to investigate digital knowledge sharing (KS) and social learning (SL) of geographically dispersed employees during the COVID-19 pandemic.

The method is qualitative case study action research within a leading global provider of comprehensive logistics and transportation solutions; 22 employees from various geographically dispersed entities were selected through purposive sampling. Employees took part in interviews to explore their perspectives on and experiences with digital KS and SL.

Findings first show that successful digital KS and SL hinges on the motivation, intentions, attitude and behaviour of employees to share and co-create knowledge embedded in supportive KS culture and climate. Second, findings show that the implementation of knowledge sharing platforms customised to the needs and preferences of employees within the case study organisation facilitated KS and SL, which in turn aided the development of individual and organisational capability, agility and adaptability required in the contemporary, digital knowledge economy, especially during the COVID-19 pandemic.

This research was a single case study of an organisation within one business sector, namely logistics, encompassing a small sample of 22 employees. Hence, this study does not permit statistical generalisation but only permits internal generalisation.

Forming and sustaining networks of influencers, i.e. employees who are role models of digital KS and SL, who serve as strong advocates and ambassadors for instilling a KS culture and climate within the organisation have a powerful influence on evoking digital KS and SL organisation-wide.

The contribution of this paper is that it presents an evidence-based “Digital Knowledge Sharing and Social Learning model” depicting the factors that influence digital KS and SL, the benefits and outcomes. This model aids researchers and practitioners to better understand the dynamics of digital KS and SL between organisational members in a cross-cultural business environment during times of crises.

The purpose of this study is to review the application of social media for knowledge sharing (KS) in higher education. KS is the most crucial component in knowledge management. Higher education institutions (HEIs) are the epitome of knowledge creation and acquisition. With the advancement in technology and the embracement of social media, knowledge should be shared more freely and easily.

Using a bibliometric analysis, this study applies bibliographic coupling and co-word analysis to analyze the present and future trends on KS using social media in HEIs. 455 journal publications and 21,181 cited references were retrieved from Web of Science (WoS) database.

Findings show that most themes are categorized towards academics and students. Themes related to academics are the use of social media for expertise sharing and KS's impact on university-industry networking. In contrast, themes related to students revolved around the impacts of social media and academic performance.

Implications towards major social media practices on KS are discussed.

This study provides a novel, state-of-the-art bibliometric review of knowledge sharing via social media in the higher education context.

Building on social exchange theory (SET), the main aim of this paper is to empirically study the impact of high-commitment work practices (HCWPs) systems on radical innovation. Additionally, the paper examines the mediating roles of employee innovative work behaviour (IWB) and knowledge sharing (KS) in the relationship between HCWPs and radical innovation.

Using a survey questionnaire, data were collected from employees working in pharmaceutical, manufacturing and technological industries in Jordan. A total of 408 employees participated in the study. Structural equation modelling (SEM) using AMOS v28 was employed to test the research hypotheses.

This research found that HCWPs in the form of a bundle of human resource management (HRM) practices are significant for employee IWB and KS. However, similar to previous studies, this paper failed to find a direct significant impact for HCWPs on radical innovation. Rather, the impact was mediated by employee IWB. Additionally, this paper found that HCWPs are significant for KS and that KS is significant for employee IWB.

Distinctively, this paper considered the mediating effect of employee IWB on radical innovation. Extant research treated IWB as a consequence of organisational arrangements such as HRM practices; this paper considered IWB as a foundation and source for other significant organisational outcomes, namely radical innovation. Additionally, the paper considered employees' perspectives in studying the relationship between HRM, KS, IWB and radical innovation.