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This study aims to examine the micromechanisms of how knowledge culture fosters human capital development.

An empirical model was developed by using the structural equation modeling method based on a sample of 321 Polish knowledge workers employed in different industries.

This study provides direct empirical evidence that tacit knowledge sharing supports human capital, whereas tacit knowledge hiding does not, and this hiding is considered a waste of knowledge. If tacit knowledge does not circulate within an organization, it is a severe waste of an organization. The findings indicate that shame from making mistakes might impede the sharing of knowledge gained from making those mistakes, and in such cases, the knowledge remains hidden.

Leaders aiming to ensure human capital growth should implement an authentic learning culture composed of a learning climate and mistakes acceptance components that enable open discussion about mistakes on each organizational level.

The knowledge culture is found to be an essential element of building human capital but, at the same time, not sufficient without a learning culture, and its mistakes acceptance component. A permanent organizational learning mode that supports a continuous organizational shared mental model reframing is an antidote to tacit knowledge hiding.

This study aims to present the overview of intellectual capital creation micro-mechanisms concerning formal and informal knowledge processes. The organizational culture, transformational leadership and innovativeness are also included in the investigation as ascendants and consequences of the focal relation of intellectual capital and knowledge processes.

Based on a sample of 1,418 Polish knowledge workers from the construction, healthcare, higher education and information technology (IT) industries, the empirical model was developed using the structural equation modeling (SEM) method.

The study exposes that the essence of transformational leadership innovativeness oriented is developing all intellectual capital components. To do so, leaders must support both formal and informal knowledge processes through the organizational culture of knowledge and learning. Furthermore, for best results of the knowledge transformation into intellectual capital, the learning culture must be shaped by both components: learning climate and acceptance of mistakes.

Presented findings can be directly applied to organizations to enhance innovativeness. Namely, leaders who observe that the more knowledge is formally managed in their organizations, the less effective the knowledge exchange is-should put more effort into supporting informal knowledge processes to smoothly develop human and relational intellectual capital components. Shortly, leaders must implement an authentic learning culture, including the mistakes acceptance component, to use the full organizational potential to achieve intellectual capital growth. Intellectual capital growth is essential for innovativeness.

This study presents the “big picture” of all intellectual capital creation micro-mechanisms linking transformational leadership with organizational innovativeness and explains the “knowledge paradox” identified by Mabey and Zhao (2017). This explanation assumes that intellectual capital components are created informally (i.e. human and relational ones) and formally (i.e. structural ones). Therefore, for best effects, both formal and informal knowledge processes, must be supported. Furthermore, this study exposes that the intensity of all explored micro-mechanisms is industry-specific.

This study aims to understand and compare how the mechanism of innovative processes in the information technology (IT) industry – the most innovative industry worldwide – is shaped in Poland and the USA in terms of tacit knowledge awareness and sharing driven by a culture of knowledge and learning, composed of a learning climate and mistake acceptance.

Study samples were drawn from the IT industry in Poland (n = 350) and the USA (n = 370) and analyzed using the structural equation modeling method.

True learning derives from mistake acceptance. As a result of a risk-taking attitude and critical thinking, the IT industry in the USA is consistently innovation-oriented. Specifically, external innovations are highly correlated with internal innovations. Moreover, a knowledge culture supports a learning culture via a learning climate. A learning climate is an important facilitator for learning from mistakes.

This study revealed that a high level of mistake acceptance stimulates a risk-taking attitude that offers a high level of tacit knowledge awareness as a result of critical thinking, but critical thinking without readiness to take a risk is useless for tacit knowledge capturing.

Studies on knowledge management (KM) and its effect on organisational innovation and firm performance have been carried out and subsequently proven. However, the consequence is that KM programmes did not achieve the expected results that they were designed for. Considering the issue mentioned above, a KM shortfall and its underlying challenges seem to exist. The purpose of this study is to assess the current practices of KM, lesson learnt and KM challenges in Malaysian organisations from various types of industries.

The study was conducted with information gathered through a focus group of managers with different hierarchical levels, different types of companies, from multinational corporations to state organisations. This inductive approach was adopted to gain a grounded, rich, local and lived understanding of the process based on the case studies of eight Malaysian organisations that represent the major industries in the Malaysian economic sectors. Additionally, the information gathered was further supported with secondary data that consisted of a case study report of the eight organisations on their KM programmes’ implementation.

The overall results showed that the practice of KM in Malaysian organisations typically displays the following two challenges: (1) process and infrastructure issues and (2) cultural issues. Organisational culture remains the main obstacles faced by most of the organisations in adopting KM. As a lesson learnt, managers should also focus on the after-effect of KM programmes on soft human issues such as employees’ satisfaction and well-being.

The authors believe that further research is required considering KM challenges and employee satisfaction or well-being to improve KM performance among different groups of employees through such methods as research survey.

The findings can act as a guideline for any organisations to address when adopting KM. Identification of the KM challenges provides the basis for organisations to attach considerable importance to employees’ satisfaction and well-being to enhance the chances of successful KM programmes. Managers should take a proactive approach in creating an appropriate atmosphere to cultivate KM culture among employees.

This study offers not only challenges in implementing and sustaining an effective KM system within organisations but also promotes moving the KM literature to the next stage where there is a lack of concern on KM implementation effect on “soft” human issues from the perspectives of employees. This is due to organisations tend to eradicate people’s performance in terms of employee well-being and satisfaction and to the author’s knowledge, this has been largely unexplored in previous research.

This work aims to determine how innovation orientation (IO), built from six dimensions (strategic, structural-process, human resources, technological, organizational culture and market) affects organizational performance (OP) with the inclusion of knowledge management (KM) as a mediator and technological readiness (TR) as a moderator in the model.

Questionnaires completed by business service companies were analyzed using multiple regression analysis (path analysis), including the mediating variable (KM) and moderating variable (TR). The construct was validated with positive outcomes.

Of the eight hypotheses, six were supported. The study results show that strategic, technological, organizational culture and market dimensions of IO positively influence KM. On the other hand, KM plays an important role as a mediator in supporting the relationship between the four dimensions of IO and performance. Moreover, TR, as a moderator, positively affects the relationship between KM and OP.

The study is the first to explore the relationship between six dimensions of IO and KM in business service sector. Furthermore, this study provides evidence that TR can be beneficial for companies with respect to effective KM, which leads to the better performance.

The purpose of this study is to demonstrate that Strategic Enterprise Management (SEM) and Business Intelligence (BI) have the potential to integrate management decisions vertically through an organization’s hierarchy. This study also aims to present a design theory framework and build a model dimension using eight principles serving as mid-range theories.

This study uses a design science perspective to posit how organizations can successfully implement SEMBI (a union of SEM and BI). This study then completes the design theory by building the method dimension using two principles. Finally, the study presents testable hypotheses for the theory and an evaluation using stakeholder attitudes and judgments as proxies for objective measures.

In the search for a prescription for SEMBI success, this study finds that the notion of the Capability Maturity Model (CMM) is a good artifact with which to organize the principles the authors are seeking. CMM has since been adapted to suit different contexts by incorporating relevant principles from those domains. Hereafter, this study refers to SEMBI–CMM as the adapted solution for SEMBI's success.

This study coins and uses the term SEMBI to represent the union of SEM and BI. This term retains its distinct identities and principles and forms a holistic and integrated view of SEM and BI implementation strategies. In an effort to advance this line of research, this study employs a design science perspective to address the question of how an organization can successfully implement SEMBI.

This paper aims to investigate the interplay of memorable tourism experiences (MTE) dimensions in driving behavioral intentions of heritage tourists through the mediating role of satisfaction.

Empirical data were collected from tourists in the heritage city of Kashan, Iran. Partial least squares-structural equation modeling (PLS-SEM) and fuzzy-set qualitative comparative analysis (fsQCA) were applied to analyze the data.

The results of PLS-SEM showed that three dimensions of MTE as follows: local culture, involvement and knowledge, significantly directly or indirectly influence tourists’ behavioral intention toward a destination. However, the results of fsQCA identified greater heterogeneity among the respondents by highlighting the positive effects of hedonism and novelty on satisfaction and revisit and word-of-mouth intentions.

This study enriches the empirical evidence on MTE by constructing a composite picture of the memorability of tourists’ experiences within a heritage tourism context. This study is one of the first to investigate the effects of dimensions of MTE on behavioral intentions using both symmetric (PLS-SEM) and asymmetric approaches to identify the more significant dimensions of MTE, as well as sufficient combinations of dimensions to predict behavioral intentions.

本文旨在研究难忘旅游体验 (MTE) 各维度通过满意度这个中介变量来驱动遗产旅游游客行为意图的机制

实证数据是从伊朗遗产城市卡尚的游客那里收集的。本研究采用偏最小二乘结构方程模型（PLS-SEM）和模糊集定性比较分析（fsQCA）对数据进行分析

偏最小二乘结构方程模型的研究结果表明，难忘旅游体验（MTE）的三个维度：当地文化、参与度和熟悉程度，显著地直接或间接地影响游客对目的地的行为意向。然而，模糊集定性比较分析的研究结果表明受访者间存在更大的异质性，其结果凸显了享乐主义和新鲜感对满意度、重游意向和口碑(WOM)意向的正效应

本研究通过构建遗产旅游背景下游客体验难忘性的相互影响机制，丰富了关于难忘旅游体验（MTE）的实证研究证据。本研究是第一个同时使用对称方法（PLS-SEM）和非对称方法（fsQCA）来探究MTE各维度对行为意向的影响的研究之一，通过这种方式可以识别出MTE各维度中更为重要的维度以及维度组合，以此来预测行为意向

Este artículo investiga la influencia de las dimensiones de las experiencias turísticas memorables (ETM) en el fomento de las intenciones de comportamiento de los turistas del patrimonio a través del papel mediador de la satisfacción.

Se recogieron datos empíricos de turistas en la ciudad patrimonial de Kashan, Irán. Para analizar los datos se aplicaron las técnicas partial least squares – structural equation modeling (PLS-SEM) y fuzzy-set qualitative comparative analysis (fsQCA).

Los resultados que proporcionó el análisis PLS-SEM mostraron que tres dimensiones de las ETM: cultura local, implicación y conocimiento, influyen significativamente, de forma directa o indirecta, en la intención de comportamiento de los turistas hacia un destino. Sin embargo, los resultados del enfoque fsQCA identificaron una mayor heterogeneidad entre los encuestados al destacar los efectos positivos del hedonismo y la novedad sobre la satisfacción y las intenciones tanto de volver a visitar el destino como de realizar una comunicación de boca a boca (WOM).

Este estudio enriquece la evidencia empírica sobre las ETM al construir una imagen combinada del carácter memorable de las experiencias de los turistas dentro de un contexto de turismo patrimonial. Este estudio es uno de los primeros en investigar los efectos de las dimensiones las ETM en las intenciones de comportamiento utilizando enfoques simétricos (PLS-SEM) y asimétricos para identificar las dimensiones más significativas las ETM, así como para determinar las combinaciones necesarias de dimensiones para predecir las intenciones de comportamiento.

This research sought to identify the best strategy for avoiding corporate amnesia in the context of the Industry 5.0 and an aging society.

To achieve this goal, a multi-phase methodology based on analytic network process was proposed and tested in one of the biggest companies in the bakery industry.

The results highlight that online communities of practice and storytelling are the best way to avoid corporate amnesia. The most important factors are commitment, work satisfaction and organizational culture. Commitment and work satisfaction also enhance the use of online communities of practice, while work satisfaction and organizational culture foster the use of storytelling.

This article proposes a nexus between knowledge management and operations management. This research also presents a decision-making tool that can help managers determine the most appropriate strategy for avoiding corporate amnesia.

The purpose of this paper is to investigate KM practices that may be in place in the higher education institutions (HEIs) and whether the KM practices are made known to the employees for improving the teaching and learning environment provided at the Malaysian higher education institutions.

Data were collected using a personal administrated method made available to private higher education institutions academic members in five states with 30 or more employees. A total of 1,100 survey questionnaires were handed out, out of which 273 were collected and were usable (24.8 per cent response rate). The sample was checked for response and non-response bias. Results were tested using SPSS application and questionnaire tools.

It was essential to establish the knowledge management (KM) capacity in key areas such as the ability to recognise experts within the institution, leadership’s innovation, knowledge sharing and knowledge acquiring work culture, and technology usage. KM tools and techniques would help the institutions to meet their competitive goals; therefore, it is vital for HEIs to create KM awareness among the employees.

Similar to most studies, it is anticipated that the participants’ awareness of KM practices at their HEIs is very high. The samples were collected to evaluate the general view of KM awareness and how participants perceived KM practices. The total samples received for this study were expected; however, they were sufficient to study the impact.

This paper provides support for the importance of KM practices and employees awareness at HEIs to enhance innovation and performance teaching and learning environment.

This paper is one of the first papers to find empirical support for the role of KM practices at HEIs. Further, the positioning of KM practices as a competitive tool can be considered as an influential factor to competitive advantage.